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Computerised Vehicle Routing and
Scheduling (CVRS) for Efficient
Logistics
Guid
e
i
Foreword
Freight Best Practice is funded by the Department for
Transport and managed by Faber Maunsell Ltd to
promote operational efficiency within freight
operations in England.
Freight Best Practice offers FREE essential
information for the freight industry, covering topics
such as saving fuel, developing skills, equipment and
systems, operational efficiency and performance
management.
All FREE materials are available to download from
www.freightbestpractice.org.uk or can be ordered
through the Hotline on 0845 877 0 877.
The aim of this guide is to:
Help more organisations gain an understanding
of, and move towards the use of, computerised
vehicle routing and scheduling (CVRS)
Provide an overview of CVRS systems, covering
their uses, likely benefits, negative aspects and
associated costs
Provide readers with sufficient information to be
able to identify, purchase and implement the best
solution for their organisation
The guide includes a checklist of questions you need to
ask when considering CVRS as an option for your
business and details of organisations that can provide
you with further information.
While the Department for Transport (DfT) has made every effort to
ensure the information in this document is accurate, DfT does not
guarantee the accuracy, completeness or usefulness of that
information; and it cannot accept liability for any loss or damages of
any kind resulting from reliance on the information or guidance this
document contains.
This publication has been reproduced by Freight Best Practice and
the information contained within was accurate at the date of initial
publication (2005).
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Contents
1 Introduction 1
1.1 Who Should Use this Guide? 1
1.2 About this Guide 1
1.3 Other Sources of Information 1
1.4 The Structure of the Guide 2
2 Computerised Routing for Transport Operations 2
2.1 Computerised Vehicle Routing and Scheduling Systems 2
2.2 Journey Planners 3
3 Why Use CVRS? 5
3.1 Why Change to CVRS? 5
3.2 What Information is Processed by a CVRS System? 5
3.3 Applications for CVRS Systems 5
3.4 Data Output and Reports 6
3.5 The Benefits of CVRS 6
3.6 Maximising the Benefits of CVRS 8
3.7 The Drawbacks of CVRS 9
3.8 Survey of Current CVRS Users 9
3.9 The Role of Vehicle Telematics 11
4 Is it Worth Introducing CVRS? 11
4.1 Is CVRS a Practical Option? 11
4.2 How Much Will a System Cost? 12
4.3 What Other Costs are Involved? 12
4.4 Example Project Costs and Savings 12
5 Implementing CVRS 13
5.1 First phase: Preparing a Project Plan 13
5.2 Second Phase: Defining Requirements and Deciding to Proceed 14
5.3 Third Phase: Obtain and Set Up System 15
5.4 Fourth Phase: Go Live 17
6 Product and Supplier Selection 18
6.1 Finding the Right Supplier 18
6.2 Listing of Key Suppliers 19
6.3 System Summary Based on Suppliers’ Questionnaire Responses 19
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7 Case Studies 25
7.1 Menzies Distribution Achieves Better Speed and Accuracy in Planning 25
7.2 West Country Fine Foods Improves Periodic Transport Planning 26
7.3 Alstons Cabinets EnhancesTransport Efficiency and Supply Chain Systems Integration 26
7.4 DW Weaver Achieves Better Speed and Accuracy in Operational and Strategic Planning 27
7.5 Silentnight Beds Makes More Efficient Use of Rigid Vehicles and Trailers 27
7.6 G & P Batteries Improves Transport Efficiency and Increases Capacity 28
Appendix 1 - CVRS in Detail 30
A1.1 Data Assembly 30
A1.2 Mapping 32
A1.3 Optimising the Use of Resources with a Vehicle Scheduling System 33
A1.4 Specialised Scheduling Applications 33
Appendix 2 - Journey Planners 34
A2.1 Applications 34
A2.2 Operation 34
A2.3 Data Input 34
A2.4 Parameter Settings 35
A2.5 Screen Mapping Features 35
A2.6 Other Features 35
A2.7 Outputs 35
Appendix 3 - Vehicle Telematics 36
A3.1 Introduction 36
A3.2 Telematics in Use 36
Appendix 4 - Supplier Questionnaire 38
1 Introduction
Computerised vehicle routing and scheduling (CVRS)
systems are very sophisticated software packages that
are used to generate and optimise routes and schedules
for transport operations. In addition to holding a digital
map of the road network, these systems also hold
information concerning customer locations and delivery
and collection windows, quantities and types of goods to
be delivered or collected, vehicle availability and
capacities and driver shift patterns. Customer orders are
input into the system, which then generates the optimum
set of routes that meets the delivery need.
1.1 Who Should Use this Guide?
The guide will be of benefit to anyone who is involved in a
project to assess, select and implement CVRS, such as:
Transport managers
Logistics professionals
Distribution planners
Consultants
IT department staff who want to better understand
the use of such systems
1.2 About this Guide
This guide is aimed at transport operators looking to
optimise vehicle operations. Many operators of larger
fleets are already benefiting from using CVRS systems to
process the large amounts of information involved in
planning vehicle operations. However, many other fleet
operators still rely on largely manual processes to plan the
work of their vehicles, and perhaps, have neither the
knowledge of the capability of modern CVRS systems, nor
the time and resources available to investigate them.
The guide is intended to help more organisations gain an
understanding of, and move towards the use of, CVRS. It
provides an overview of CVRS systems, covering their
uses, likely benefits, negative aspects and associated
costs, with the intention of providing readers with sufficient
information to be able to identify, purchase and implement
the best solution for their organisation.
The guide also briefly covers the related topics of journey
planners and vehicle telematics.
1.3 Other Sources of Information
The Freight Best Practice programme, funded by the
Department for Transport, offers authoritative, independent
and practical information and advice to help UK
companies improve the cost-effectiveness of their
transport operations. This information is disseminated
through publications, DVDs and software, together with
seminars, workshops and other events. A full list and
description of available resources is available on the
Freight Best Practice programme website at
www.freightbestpractice.org.uk, or through the Hotline
on 0845 877 0 877.
For those looking for specific CVRS advice and
information, each of the suppliers listed in Section 6 of this
guide has a website which contains a great deal of
relevant information, including case studies of companies
which have successfully implemented CVRS. A shorter
introduction to CVRS, ‘Concise Guide to Computerised
Vehicle Routing and Scheduling (CVRS)’, is also available
from the programme, via the website or Hotline.
Vehicle telematics is not an integral part of CVRS, but is
linked, and its use will become more widespread in the
next few years. Appendix 3 offers an introduction to the
topic, while detailed information on this technology is
contained in the Freight Best Practice ‘Telematics Guide’.
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1.4 The Structure of the Guide
The guide contains the following sections:
Section 2 provides a general introduction to
CVRS systems and journey planners
Section 3 outlines the advantages of CVRS and
describes in more detail the way a system works
and the outputs it produces. It also looks at the
drawbacks that need to be overcome before a
CVRS system can successfully be implemented,
and details the results of a survey of CVRS users
Section 4 helps you to assess the feasibility of
introducing CVRS in your organisation
Section 5 looks at the various stages involved in
implementing a system
Section 6 discusses how to choose the right
system supplier, and contains a list of some of
the key suppliers as well as a summary of system
capabilities created from suppliers’ replies to a
questionnaire
Section 7 contains case studies highlighting the
experiences of organisations that have chosen to
implement CVRS systems
Appendix A gives more of the detail about CVRS
systems and their features
Appendix B looks at journey planners and the way
they work
Appendix C gives an overview of vehicle
telematics
Appendix D reproduces the supplier
questionnaire that was used to obtain the
summary of system capabilities in Section 6, and
which you can also use to gain information about
systems under consideration
2 Computerised Routingfor Transport Operations
Two types of computerised system can help
organisations to plan their routes: computerised vehicle
routing and scheduling systems, and the less
sophisticated journey planners. The main part of this
guide is primarily concerned with the former type of
system, which can provide benefits in many areas in
addition to rapid planning of routes. Journey planners
are covered in more detail in Appendix 2 of this guide.
2.1 Computerised Vehicle Routingand Scheduling Systems
What Do They Do?
CVRS systems can take large numbers of customer
orders and calculate the most effective way of meeting
them. They calculate the time and resources required to
complete the work, using collection and delivery
information and observing the pre-determined parameter
settings that control the way in which the transport
operation is run. Parameters can include road speeds,
load size, customer opening times and driver hours.
The CVRS process is shown in Figure 1 on the
following page.
Systems can be used for dynamic daily or weekly
planning, as well as for strategic analysis. On a daily
basis, they quickly produce routes which meet the laid
down parameters. Transport planners can then further
optimise the routes and schedules using their expertise,
local knowledge, relationship with customers and so on.
For instance, planners may know that a certain
customer will accept a later or earlier delivery if they are
telephoned first. They can then override that customer’s
delivery rules and let the CVRS system re-plan routes,
often with even better results. When the user decides
that the solution is as good as it can be, it can be used
to generate outputs, for example, a printed map, a
report or a delivery schedule.
The powerful capabilities of the software include the
ability to:
Reduce operational costs by minimising resource
requirements i.e. the number of vehicles and
drivers for a given workload
Determine the most appropriate depot from which
to schedule specific calls
Observe all customer access constraints e.g.
closed days, vehicle size and type restrictions,
delivery time windows and pre-booked times
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Reduce loaded and empty mileage
Accommodate collections and deliveries en route
without exceeding payload tonnes, available load
space or drivers’ hours limits
Who Should Use Them?
Vehicle routing and scheduling systems are generally
used by organisations operating fleets of ten or more
vehicles, particularly for multi-drop work, where the
scheduling task is complex. Systems will also bring real
benefits where only limited time is available for planning.
Menzies Distribution delivers over 7 million
newspapers and magazines every day against a very
tight turnaround time. Products are cross-docked,
picked and packed, then consolidated for delivery to
the retailer. High speed, efficient distribution is
paramount as the product has a short shelf-life. The
company has introduced CVRS to assist manual
schedulers in the redesign of delivery sequences on
a depot-by-depot basis. Menzies also uses CVRS to
test the effects of alternative scenarios, a move that
has enabled the company to venture into new
markets, confident that it knows what to expect.
2.2 Journey Planners
What Are They?
A journey planner is a piece of software containing a
digital road network, with roads defined by a range of
categories and speeds, and with the ability to calculate
the best route between any two given locations. It can
also devise a route that includes any number of call
points.
What Do They Do?
Journey planners are generally used for manual
planning of single journeys, where the user decides the
calls to be made on each journey and uses the journey
planner to determine the best route (shortest, fastest or
avoiding certain roads) and the best call sequence.
Road speeds can be set by the user for each road
category, to replicate the average speeds which vehicles
are expected to achieve.
The journey planner will produce route plans, either in
map form or as a series of directions, which can be
issued to drivers as necessary. The process involved is
shown in Figure 2 overleaf.
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Figure 1 Computerised vehicle routing and scheduling
What is the Difference Between a Journey
Planner and a Vehicle Routing and
Scheduling System?
The essential difference is that a journey planner makes
fewer decisions. The user reviews the orders to be
fulfilled and assembles them into provisional routes with
identified call points. These routes are then entered into
the journey planner, which uses in-built roadmaps and
associated parameters to identify the optimum delivery
or collection sequence, and calculate the time and
distance for the whole journey.
The user reviews the routes, adding or removing call
points or changing the call sequence, perhaps to meet a
particular customer’s delivery time requirement. Routes
can then be re-submitted to the journey planner until the
optimum solution is found.
Who Should Use Them?
Owing to their relatively limited functionality, journey
planners cost considerably less than vehicle scheduling
systems, making them affordable to smaller
organisations. They can be very effective for
organisations operating a small fleet, perhaps five or six
vehicles, where the number of routes to be planned or
the number of calls to be routed is small. They can also
be used for a range of monitoring purposes, including
checking distances on tachograph records and haulier
invoices, identifying the number of customers within a
given distance of a depot and so on.
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Figure 2 Computerised journey planning
3 Why Use CVRS?
3.1 Why Change to CVRS?
CVRS systems rapidly process information concerning
customer locations and requirements, types and
quantities of goods to be delivered and/or collected, and
match these to available vehicle capacity to produce the
most economical routes and achievable schedules.
By so doing, CVRS systems can help you to:
Improve the utilisation of your transport resources
Reduce journey times
Minimise vehicle mileage
Reduce operating costs
Improve the reliability of delivery schedules
Since introducing CVRS, West Country Foods has
been able to balance its deliveries much more evenly
among vehicles and plan routes that are far more
efficient. The company has saved thousands of
pounds a month in fuel, wear and tear and
depreciation, and has also reduced the number of
vehicles required. The simultaneous improvement in
customer service has also been significant.
Systems can also be used to ‘model’ possible changes
to a transport operation, for example, a different vehicle
size could be entered to see what effect this would have
on the number of vehicles needed to meet current
requirements. In addition, strategic reviews can be
carried out, and the impact on operations of more
immediate changes, such as the addition of a major new
customer, can be quantified.
3.2 What Information is Processedby a CVRS System?
A CVRS system holds a range of data covering the road
network (including digital maps and road speeds), details
of vehicles’ availability and capacity, driver shift patterns
and customer information (including locations and
delivery and collection windows). A system will also hold
a range of parameters that define the way in which
deliveries and collections, or ‘calls’, must be made, such
as:
The maximum number of overnight stops
Whether the vehicle is to deliver on the way out,
or go to the furthest point loaded and deliver on
the return leg
The ability of vehicles to make more than one
journey in the same shift
Any need to have space left on the vehicle for
collections
On multi-day routes, information on which loads
need to be delivered on which days
CVRS systems are usually operated by transport
planners or schedulers who assess the routes and use
their expertise to refine them as necessary before
passing them to other personnel for order picking and
loading.
3.3 Applications for CVRS Systems
Most businesses use a CVRS system in a number of
ways. Tasks tend to fall into three main areas:
operational, strategic and commercial.
Operational
A CVRS system can have a direct and positive impact
on the active operation of a business, determining
delivery and collection sequences and vehicle routes.
Key operational tasks include:
Dynamic daily scheduling
Weekly scheduling
Validation and/or optimisation of existing manually
planned routes
Scheduling from multiple depots
Dynamic daily scheduling can achieve major cost
benefits, particularly for operations where there is no
regular daily delivery pattern (e.g. home deliveries).
Weekly scheduling is more appropriate for supply
chains, where the transport planner is aware of the
projected delivery requirements for at least one week
ahead. For multi-depot organisations, depots may be
manually assigned to customers or the CVRS system
can assign them based on cost-effectiveness.
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The introduction of CVRS has enabled DW Weaver to
generate monthly route reviews which take account of
on-going changes in its milk collection and delivery
business. Route plans are now produced much more
quickly and accuracy is greatly improved, with
allowances made for road speeds and loading and
offloading times. The company has a better idea of
mileage run, driver workload and vehicle arrival times
at both collection and delivery points. Overall vehicle
mileage, and hence costs incurred, have also been
reduced.
Strategic
Strategic applications are concerned with planning for
possible future developments. CVRS systems can
provide organisations with a greater understanding of
the resources they would need and the likely costs
associated with different set-ups. Key strategic tasks
include:
Planning resource requirements and budgeting for
forecast business, seasonal variations in demand
or new or revised regional depot structures
Evaluation of alternative options (e.g. comparing
the cost-effectiveness of in-house and third party
distribution strategies)
Testing the effect on resources and costs of
various parameters and assumptions (i.e.
providing answers to the ‘What if....?’ questions)
Testing the effect of service level changes for all
customers, or groups of customers
Commercial
Commercial applications are those designed to produce
resource and cost figures for a particular set of existing
or planned operating parameters. They can have an
impact on active operations. Key commercial tasks
include:
Assisting with the preparation of tender
submissions and calculating vehicle and
man-hour requirements to meet third party
contracts
Modelling changes to the business or determining
the most cost-effective method of providing the
desired level of customer service
3.4 Data Output and Reports
Modern CVRS systems have comprehensive reporting
capabilities, with data outputs including:
Route reports (screen and print)
Resource utilisation and cost reports (screen,
print and file)
Load manifests or daily traffic sheets showing the
allocation of drivers and vehicles to routes
Performance monitoring reports (comparing actual
results with planned)
Route summaries showing distance, time, calls,
quantity and cost
Dispatch reports showing run dispatch and return
date or time
Resource utilisation bar charts showing the time
spent on driving, other duties and break and rest
periods
A range of cost reports
In addition to creating customised reports directly from
the system, users can export data to spreadsheet or
database applications (e.g. Excel®, Lotus 123®, Access®
or Lotus Approach®), or to other proprietary data
handling and report writing packages for further
manipulation. Exported data can also be merged with
other related management information.
3.5 The Benefits of CVRS
Most companies introduce CVRS to help them to use
their transport resources more efficiently. Through CVRS
you can achieve a better vehicle fill, make better use of
available time and run fewer miles for the same
workload, all helping to reduce transport costs and
contributing to the profitability and/or competitiveness of
your business.
Broadly speaking, benefits can be split down into two
categories: operational efficiency, and management and
service enhancement, as shown in Figure 3 opposite.
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Operational Efficiency
Improvements to operational efficiency result in doing the
same work with fewer resources or doing more with the
same resources. The key elements are faster planning
and better routes. Faster planning generally enables
companies to accept orders later, while still allowing them
to refine and optimise the routes to be used. In addition,
CVRS invariably produces better routes, necessitating
fewer vehicles and drivers, or enabling more product to be
delivered on the same fleet. Either way, the result is lower
cost per delivery, or unit delivered.
In summary:
Regularly putting more goods on vehicles
requires fewer vehicles and drivers
Improved allocation and scheduling can result in a
tighter fleet profile
More efficient routes with improved call density
will reduce vehicle mileages
Delivery plans can be readily reviewed, perhaps
when late orders are received, and routes then
quickly revised while maintaining efficient use of
transport resources
For multi-depot operations, the planning
process can be centralised, perhaps with
detailed route optimisation carried out locally,
which may enable depots to support each other
rather than having to bring in additional vehicles
It may be possible to reduce the number of staff
involved with the planning process or make
more efficient use of planners’ time through
reduced administration effort, paperwork and
planning processes
7
Figure 3 The many benefits of CVRS
Management and Service
Management and service enhancement is less easy to
quantify, but still important. Many benefits enhance the
operation and generally contribute to improvements in
the overall service level, although they may not directly
improve the operational efficiency of the transport fleet.
However, CVRS can help to build a structure which is
efficient and can accommodate growth without undue
deterioration in service level.
With better planning, routes and timeframes will be more
achievable, resulting in fewer missed calls and hence,
fewer re-deliveries, reducing the strain on resources.
Better communication between people and between
systems results in more reliable order fulfilment,
increasing customer satisfaction. Companies can also
benefit from being able to forecast the effects of change,
such as changes to the number of customers or overall
levels of business, and therefore being able to plan
more accurately for change.
In summary:
More realistic schedules reduce the demands on
drivers
Good schedules are more likely to be achieved,
reducing the number of late deliveries and hence
customer complaints and the need for
re-deliveries
Electronic storage of accurate customer
information makes the business less dependent
on the skills and knowledge of an individual
scheduler
Different elements of the distribution operation
can be integrated, such as functional (e.g.
multiple drops, full load activity) or geographic
(e.g. multiple depot operations)
Production planning and order processing can be
integrated, leading to efficiency improvements
The elimination of manual data entry and the
automatic production of delivery documentation
reduce the risk of error
With faster routing and scheduling customer order
cut-off time can often be later
More flexible and comprehensive transport
management reporting is possible, covering drop
density, volume delivered, distance run and hours
used
Changes within the business, such as more
frequent deliveries, am and pm commitments,
night deliveries and shorter lead times can be
modelled quickly and accurately
For G & P Batteries (see case study in Section 7 page
28), CVRS plays a key role in achieving a critical 90%
vehicle fill and has reduced daily planning time by
around five hours a day. CVRS has also realised
improvements in transport management and
administration, and management is confident that the
current planning staff will be able to handle an expected
doubling of throughput. CVRS is also providing good
management information on current achievements, as
well as forecasts of costs for anticipated future routes.
3.6 Maximising the Benefits of CVRS
The benefits of CVRS systems are maximised when the
software is integrated with other supply chain
management software. For example, CVRS inputs, such
as orders, can be downloaded from a sales order
processing system and CVRS outputs can directly
generate picking lists or load assembly information and
specific management information.
Almost three quarters of the items dispatched by
Alstons Cabinets are made to order, with scheduled
orders forming the basis of manufacturing planning.
Until recently the whole process was carried out
manually, by sorting hard copies of customer orders
and passing the information on to other parts of the
business.
The simultaneous introduction of Material Requirement
Planning (MRP) software and CVRS has radically
improved the efficiency and effectiveness of the
company’s planning. Orders routed by CVRS are
automatically uploaded into the MRP system for
production planning. Errors have been reduced
significantly, orders are no longer ‘forgotten’, and
response to customer queries is much faster and more
accurate. In addition, better routes and more effective
use of vehicles have enabled Alstons to reduce its
fleet size without any deterioration in customer service.
8
In addition, implementing CVRS will realise most
benefits in organisations where the planning task is
more complex, and more information needs to be
considered when generating routes. Manual scheduling
is at its most vulnerable where the task is complicated,
but the time available for planning is limited. Under
extreme pressure schedulers may forget things or make
mistakes. Although a CVRS system rarely generates
perfect routes first time, it will not overlook anything and,
with input from the scheduler, the optimum solution will
quickly be generated.
How Complex is the Planning Task?
A number of factors may influence the complexity of the
transport operation, all of which need to be taken into
account. The following list includes many of the more
common ones, but individual organisations may well
have specific factors.
Vehicle resources - take into account:
• The number of vehicles to be scheduled
• The range of types and capacities of vehicles
which must be used
Driver resources - take into account:
• The number of driver shifts
• Limitations on the hours that drivers are able to
work and drive
Customer requirements - take into account:
• The number of deliveries and collections
• Customer time windows (i.e. narrow or wide)
• The range of loading or unloading rates
• The number and spread of booked times (e.g.
the number of 8 am bookings will dictate the
minimum number of vehicles required)
• In a weekly plan, the collection or delivery day
required
• Constraints on the vehicle types that can be
handled at individual call points
• The existence of bulk consignments (i.e. single
orders for one customer exceeding the capacity
of the largest vehicle)
Operational factors - take into account:
• The range of products with varying weights,
cubic capacities and characteristics
• The need for goods to be carried in vehicles
with multiple compartments (e.g. tankers,
ambient, chilled or frozen)
• Restrictions on product compatibility, prohibiting
different products being carried in the same
vehicle
• The number of trips required per shift
• In multiple depot operations, constraints on
which customers can be served from which
depots
• The need to schedule night trunking work and
depot delivery work
3.7 The Drawbacks of CVRS
As with most significant changes to working practices,
there may be some initial drawbacks with CVRS,
although these tend to be overcome fairly quickly, with a
high level of satisfaction reported amongst users.
Indeed, most users would regard a move back to
manual routing and scheduling as unthinkable.
The main drawbacks are seen as:
Complicated implementation - implementing a
CVRS system is not simple, and will need the
investment of both time and money to ensure
success. However, CVRS generally provides a
rapid return on investment
Complexity of operation - CVRS brings a new
level of complexity and sophistication to transport
planning, which needs to be handled carefully.
Planning staff generally develop into their revised
roles, but will need training, support and
encouragement. Care will be needed to ensure
the availability of back-up staff with the necessary
skills to cover for unplanned absences
Lack of flexibility - CVRS imposes some rigidity
in the way that things are done, making short cuts
more difficult as they could introduce errors.
However, modern CVRS systems can be tailored
to individual requirements. If user needs are well
defined and made clear to system suppliers, and
adequate preparation is made before
implementation, any lack of flexibility should not
cause a major problem
3.8 Survey of Current CVRS Users
An e-mail survey of some 700 members of the Freight
Transport Association (FTA) was conducted during
August and September 2004. The survey was intended
to determine the extent to which CVRS has penetrated
the industry and to gain a better understanding of the
ways in which any systems are used. The survey was
confined to companies operating ten or more vehicles.
9
Of those companies that responded, 22% were using
some form of CVRS, with a further 7% actively
considering the use of such a system. A similar survey
conducted some four years ago indicated that 23% of
companies were using CVRS, suggesting that the
market penetration of such systems has not changed
significantly. This relatively low figure is perhaps
surprising, since over 90% of CVRS users in the current
survey indicated that they were either ‘satisfied’ or ‘very
satisfied’ with their choice of system and supplier.
The breakdown of CVRS users by sector is shown in
Figure 4, and shows that the majority of current users
are distributors and wholesalers. Within each sector,
users of CVRS encompassed a diverse range of
businesses, with those identified through the survey
including a bed manufacturer, a fuel oil distributor, a
third-party distributor, a plastic pipe manufacturer and a
battery recycling operator.
In response to the survey, over 50% of companies not
using CVRS stated that the systems simply did not suit
their operations, and they were therefore staying with
manual processes. However, when the survey results
were used to compare companies that have chosen to
use CVRS with those that have not, remarkably little
difference was discovered. The fleet size profile of the
two groups was virtually identical and a very similar
spread across sectors was found, as shown in Figure 5.
As the majority of users were satisfied with their systems
and reaping benefits, this finding indicates that many
more companies could be benefiting from CVRS.
Modern CVRS systems can readily be customised to
suit a particular operation, and suppliers are increasingly
seeing their role as ‘configure and implement’, rather
than as simply selling a software package.
While those companies surveyed tended to use CVRS
systems for a variety of reasons, the majority used
CVRS for regular operational planning for vehicles on
either a daily or a weekly basis. A significant number
were also using their systems for strategic reviews and
business development purposes. The survey findings
are shown in Figure 6.
Agriculture6%
Construction6%
Other13%
Local authorityor public service3%
Manufacturing19%
Distributor orwholesaler40%
Logistics13%
Agriculture
Construction
Distribution orwholesale
Energy orwater supply
Engineering
Materials
Manufacturing
Logistics
Other
Local authority orpublic service
6%
10%
26%
1%
2%
3%
6%
13%
13%
20%
6%
6%
40%
0%
0%
0%
3%
19%
13%
13%
Non-users Users
Figure 5 Comparison of CVRS users and non-users by
sector
Figure 4 Breakdown of current CVRS users by sector
Improved efficiency
Reduced operating costs
Improved managementreports
Improved customerservice
Reduced fuel costs
Matching demand andresource
Strategic reviews
Reduced fleet size
Reduced mileage
Enhanced businessdevelopment
Other
75%
58%
58%
54%
38%
38%
33%
29%
29%
17%
17%
Figure 7 CVRS benefits
Daily vehicle routing
Weekly vehicle routing
Periodic routing reviews
Major strategic reviews
Business development
Other
67%
17%
33%
25%
13%
8%
Figure 6 Uses for CVRS systems
10
A wide range of benefits were identified during the
survey, as shown in Figure 7, on page 10. The results
support the view that most companies use CVRS
systems principally to improve their operational
efficiency, with more than half of users realising reduced
operating costs and around 30% realising reduced fleet
size and fuel costs. Better management reports and
improvements to customer service were also widely
reported.
In summary, relatively few companies currently use
CVRS systems, but those companies that do are
satisfied with the results and would not return to manual
routing and scheduling. Most CVRS users were looking
to make efficiency gains - more output for the same
resource or the same output for less resource - but have
also realised other service-related or strategic analysis
benefits. Improvements in service, control and
communications are also common.
3.9 The Role of Vehicle Telematics
Telematics is defined as the use of computers to control
and monitor remote devices or systems. By far the
largest market for telematics to date is the transport
market, where data gathering and transmission is
becoming increasingly widespread and important.
Applications include the monitoring of vehicle
performance, vehicle position tracking and real-time
gathering of proof of delivery or collection, through
hand-held data terminals carried by drivers.
Both telematics and CVRS can be successfully used
independently. For instance, telematics can be used to
provide vehicle performance or location information
without the use of CVRS. Similarly, a CVRS system can
successfully generate vehicle routes and schedules
without the use of any form of telematics. However, an
increasing number of businesses are recognising that
using both systems together can offer a significant step
forward in vehicle and customer service management
and control. The prospect has also been made more
attractive in recent years, as not only has the cost of
such systems fallen, but also their functionality and
reliability have improved.
By using CVRS and telematics together, a transport
management team can develop a vehicle plan and
know, often in very great detail and in real-time, the
extent to which the plan is being followed. This
knowledge enables quicker reaction to changes and
offers the ability to be able to divert or redirect vehicles
for additional work, warn customers of a late delivery or
collection before they are even aware that anything has
started to go wrong.
Further information on telematics can be found in
Appendix 3 of this guide. More detailed information on
basic technology, descriptions of telematics in use, case
studies and details of products and suppliers can be
found in Freight Best Practice programme ‘Telematics
Guide’. A copy of the guide can be ordered via the
Freight Best Practice programme website at
www.freightbestpractice.org.uk or by calling the
Hotline on 0845 877 0 877.
4 Is it Worth IntroducingCVRS?
The decision to introduce CVRS cannot be taken lightly.
With proper management, CVRS can be successfully
introduced and is likely to provide a rapid return on
investment, improvements in efficiency and customer
service, and many other benefits for years to come.
However, it will entail a significant project that will have
an impact on staff and, if it is not managed properly, may
lead to a temporary deterioration in customer service.
This section looks at various factors that will help
organisations to decide if CVRS is right for them.
4.1 Is CVRS a Practical Option?
CVRS systems are currently helping a wide range of
organisations to make the most of their transport
resources. Answering the following questions will provide
a useful starting point for organisations trying to decide if
CVRS is a practical option for them.
Is a large fleet (e.g. more than twenty five 3.5
tonne vehicles) operated?
Is a multi-drop delivery service provided?
Is there a substantial number of customers?
Is there a wide range of order sizes and product
types and sizes?
Do customers have a range of individual
requirements, for example, set delivery windows,
short lead times, specific vehicle types, etc?
Does delivery requirement change from day to
day or from week to week?
Is a limited amount of time available for load
planning?
Are delivery options, service levels, vehicle types
or depot locations likely to change?
Are transport resources underused or
overstretched?
If the answer to any or all of these questions is ‘Yes’,
CVRS is likely to bring benefits.
11
4.2 How Much will a System Cost?
It is difficult to make a general statement about the costs
associated with purchasing, installing and running a
CVRS system. Today’s systems are generally tailored to
meet the specific needs of an organisation, with costs
dependent on many factors, including:
Functions required
Number of system users
Size of vehicle fleet to be routed and scheduled
Number of depots within the organisation
Number of customers
Number of calls to be routed
The only way to get an accurate idea of costs is to
contact a supplier and discuss system requirements.
Details of several suppliers can be found in Section 6 of
this guide. As an indication of the possible costs involved
however, a single user system to plan the work for a
fleet of 20 - 25 vehicles typically costs in the region of
£25,000 - £30,000, with on-going licences and support
likely to cost around £3,000 per year.
While system costs are not insignificant, most systems
realise a wide range of benefits and generally prove a
very worthwhile investment, with relatively short payback
periods quite common. It is worth remembering that:
Cost savings for established operations are
typically of the order of 10-20% of transport costs
CVRS can enable businesses experiencing rapid
growth to meet increasing demand without having
to increase staffing levels, whereas several
additional staff may be required with manual
vehicle routing
Improved communications between systems and
departments tend to yield efficiency improvements
and better levels of customer service: although
difficult to quantify, these benefits may offer
companies the edge over their competitors
Where system costs are of particular concern, it may be
worth considering a lower cost, budget system where
functionality is reduced. Another alternative is to use a
service provider, where orders are uploaded to the
Internet and planned routes returned. This latter option
is slower, but can still result in benefits.
4.3 What Other Costs are Involved?
CVRS project costs go beyond the price of the software
alone. Other areas of expenditure may include:
Creating interfaces with existing systems
Customising the CVRS system
Gathering and validating customer data
Calibrating the system to use existing fleet road
speeds and loading and unloading times
Briefing drivers, planners and schedulers, and
sales and customer service staff
Staff training
Taking all costs into account from the start will ensure
that return on investment can be accurately gauged, and
should also avoid overspending later in the project.
4.4 Example Project Costs andSavings
Table 1, shows some typical costs for a single-site
CVRS project implemented to reduce transport costs by
improving efficiency, and highlights the resulting savings.
Clearly, as each project is different, the costs and
savings shown can only be indicative, although they are
representative of those experienced in practice.
Table 1 Example CVRS project costs and savings
Organisation details
Current annual transport spend £1,500,000
Fleet size 25 vehicles
Depreciation period for CVRS project 3 years
Project costs
Set-up
Hardware (PCs, printers, interface) £3,000
Software £30,000
Implementation
Training £2,000
Data verification and cleansing £4,500
(3 man weeks @ £1,500)
Project management (10 days @ £500) £5,000
Total project costs £44,500 (A)
Annual costs
Depreciation (1st, 2nd and 3rd years) £11,000 (B)
System updates and maintenance £3,000 (C)
(2nd and 3rd years)
Retraining (2nd and 3rd years) £2,000 (D)
Total year 1 costs (implementation plus £55,500 (A+B)= G
depreciation)
Total year 2 and 3 costs (recurring costs only) £16,000 (B+C+D)= H
Cost saving year 1 (8% of transport spend, £60,000 (E)
equivalent to two vehicles) @ 50% (assuming
six months to implement project, followed by
six months in operation)
Annual cost savings year 2 onwards (8% of £120,000 (F)
transport spend, equivalent to two vehicles)
Net financial benefit in year 1* £4,500 (E–G)
Net financial benefit in year 2 £104,000 (F–H)
Net financial benefit in year 3 £104,000 (F–H)
Note: This example assumes a relatively modest cost saving of 8% (10 -12% savings are common) and ignores the effect of increasing transport unitcosts, such as the cost of fuel.
12
When trying to decide on the feasibility of implementing
CVRS, it is worth completing a table similar to that
shown in Table 1, taking into account project-specific
details. For example, many organisations will use
different accounting practices for depreciation and
project management and data cleansing costs may be
lower where in-house capabilities exist.
5 Implementing CVRS
Implementation of CVRS is very company-specific,
depending on many factors such as the size of the
operation and what is expected from the system.
However, most projects involve four distinct phases:
The first phase - when a project plan is drawn up
The second phase - when system requirements
are defined, suppliers consulted and the decision
to proceed is taken
The third phase - when the system is installed,
training carried out and CVRS put into use
The fourth phase - when fine tuning takes place
and the system is optimised
This section provides guidance on key implementation
issues in each of these phases.
5.1 First Phase: Preparing a ProjectPlan
The decision to adopt CVRS, together with the selection
of a supplier and the implementation of a system, is a
significant project in any organisation, and a carefully
constructed plan is essential. Figure 8 shows a possible
project plan, highlighting the tasks that may be involved.
The tasks may well vary from company to company, but
typically a number of the tasks will be interdependent,
and overall project length may be fairly long (20 weeks
in this example). In addition, a communications
programme should be worked out at this stage to ensure
that staff are briefed through the whole project.
Task nameCreate project planBrief staffDefine system requirementsSystem selection Evaluate systems Shortlist systems Take up referencesDecision to proceed Revise project planObtain system Final system selection System deliveredSystem interfaces Define requirements Create interfaces Test Plan training Purchase hardwareData assembly Verification Cleansing Testing Staff training Calibrate road speedsSystem set-upSystem testingGO LIVEPost-implementation reviewSystem fine tuningOn-going system optimisation
ID123456789101112131415161718192021222324252627282930
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6W1 W2 W3 W4 W5 W6 W7 W8 W9 W10 W11 W12 W13 W14 W15 W16 W17 W18 W19 W20 W21 W22
Key: Key tasks made up of one or more sub-tasks Individual tasks or sub-tasks
13
Figure 8 Example Project Plan
5.2 Second Phase: DefiningRequirements and Deciding to Proceed
Brief Staff
Implementing CVRS is much like any other major
project, and keeping people informed at every stage of
the process is vital.
It is particularly important to keep load or transport
schedulers and planners well informed. They may feel
threatened by the move and might think they are being
replaced. However, emphasise that knowledgeable user
input is essential to implement, customise and operate
the system, and maximise the benefits.
Planning and scheduling staff tend to carry a lot of
information in their head, such as customer delivery
windows and vehicle access restrictions, which will need
to be put into the system. Where these staff are not
computer literate, remember to make allowances for
individual training needs within the project plan.
Encouragement is vital. Visits to sites already using
CVRS may prove invaluable, enabling staff to see real
systems in action.
Drivers may also feel threatened. Talk of making more
efficient use of resources may imply that they will have
to work even harder, and there may be resistance to
following schedules derived by computers that obviously
can have no experience of life on the road. Emphasise
the importance of driver input. Drivers keep a lot of
information in their head which will prove vital to the
success of computerised routing and scheduling.
Staff briefing and communication needs to encompass
those outside transport. For example, sales and
customer service teams will have additional information
on customers. It is also important that sales teams have
a realistic view of the improvements that CVRS will
bring, for example, in terms of lead times and
improvements to customer service levels.
Define System Requirements
System requirements must be carefully defined at an
early stage in the project so that the search for a
suitable system can get off to an organised and
structured start. Do not assume that the system must
mimic the current logistics operation; this may not
necessarily be the best option. Talk to transport planners
and schedulers to find out what is ideally required.
When looking to define requirements, consider:
How many vehicles will be operated?
What types of vehicle will be operated?
How many customers and call points are there?
How many calls are expected in a peak day or
average week?
Must set vehicles be operated on the same set
routes?
Do vehicles stay out overnight?
Do vehicles return to depot, reload and go out
again during a working day?
Are routes variable or are they fixed?
Do vehicles collect goods, from either customers
or another depot?
Is there a fixed cut-off time for order acceptance?
Do any single orders exceed the capacity of the
largest vehicle?
Are high street or door-to-door deliveries made?
How does the system need to interact with
existing IT systems?
Appendix 4 contains a more comprehensive list of
questions which may be used to evaluate potential
CVRS systems. The list may also prove useful when
deciding how best to run an operation and when
selecting system functions.
System Selection
Having identified the need for CVRS and the level of
interaction with other IT systems, further evaluation of
the options can begin. Three steps are generally
involved:
Evaluate systems:
Keep requirements clearly in mind
Compare inherent system capability with
defined requirements
Consider the potential to customise systems to
meet requirements
Arrange demonstrations (using actual data
where possible)
Compare prices (purchase and maintenance),
and look at possible leasing arrangements, if
required
14
Short-list systems: - Visit reference sites to see
systems in operation
Take up references
Decision to Proceed
At this stage in the project, the decision must be taken
as to whether to proceed with CVRS or stick with current
routing and scheduling operations. If the project is to go
ahead:
Revise the project plan as necessary to reflect
any changes made during system definition or
any additional training needs identified during staff
briefing
Remember to communicate any significant
changes to the relevant staff
5.3 Third Phase: Obtain and Set UpSystem
Obtain System
With the key decision to proceed having been taken, the
project will gain a higher profile and momentum. Use the
information gathered during the first phase to select the
final system and place the order. Once the system
specification is known, the project can advance while
awaiting system delivery.
System Interfaces
Many logistics operations benefit from links with other IT
systems, an option facilitated by CVRS. The preferred
extent of system interaction will have been discussed
during system definition. Amongst the most common are
links with:
Sales order processing, as orders are almost
inevitably downloaded electronically
Customer service software, where customer
parameters and addresses are stored
Manufacturing planning, for made-to-order goods
Business reporting systems, to generate
management reports and key performance
indicator information
Once the requirements have been decided, allow
enough project time to create and test all interfaces
before the system goes live.
Plan Training
One of the few advantages of manual routing and
scheduling is that little or no training is required.
Geographical knowledge, product knowledge and
customer knowledge, together with some simple rules,
such as the number of drops per day, are practically all
that is needed to create a set of routes. Because of this,
the task can generally be carried out by a number of
people; for example, drivers often successfully move into
the traffic office to provide holiday cover. Although
temporary staff may not produce routes as good as
those generated by the regular planner, they will enable
deliveries and collections to be made until the regular
staff are back in place.
With CVRS, the situation is very different. With training,
the systems are relatively straightforward to use: without
training, most people will find them impossible to use.
Consequently, it is critical to have enough trained people
within an organisation who can stand in when
scheduler(s) are sick or on holiday, or if they leave.
For the majority of organisations, planning and
scheduling staff will need specific training in the use of
the CVRS system. Even where previous experience
exists, staff will need training on the specific software
package selected for successful operation. Train
back-up staff almost to the standards of the regular staff,
and ensure they get to use the system on a fairly regular
basis to remain familiar with the system. In this way,
they will be able to do the job when required.
Remember to include training costs in the project budget
and to allow sufficient time within the plan.
Purchase Hardware
Ensure that sufficient time is allowed within the project
plan to buy the necessary hardware and have it
delivered.
15
Data Assembly
CVRS systems can process vast amounts of data
quickly to produce a routing and scheduling plan.
However, the quality of the results depends on a high
degree of data accuracy.
The implementation process needs to include:
Data gathering
Verification
Cleansing and testing
Fortunately, data can be imported electronically from
external sources, such as other computer databases
(e.g. addresses from customer databases and order
quantities from sales order processing systems), in most
commonly used formats, such as spreadsheet, CSV or
PRN files. Using these external data sources will
minimise manual data entry, thereby minimising the
chance of introducing data errors. Once data have been
input, allow enough time to set up and test the data: this
should highlight all but the most insignificant errors.
A brief introduction to data assembly is given here.
More detailed information is contained in Appendix A of
this guide.
To plan routes, the CVRS system will need data on:
Order and product volumes so that the CVRS
system can work out the fit on a vehicle
Customer details, including:
Unique customer reference number
Name
Full address with postcode or grid reference, so
that the system can locate the customer on
in-built digital maps
Specified delivery day
Specified time windows
Specified vehicle types
Customer orders
Unique order reference number
Order size
Delivery or collection
Vehicle parameters
Driver details
Other data
Sequence of delivery
Priority
Booked time
Loading and unloading time
Calibrate Road Speeds
To be able to generate an accurate and realistic
schedule, the CVRS system will also need data on road
speeds. Systems have an in-built digital roadmap with a
set of default road speeds: usually these speeds will
relate to a number of vehicle types, for various
categories of road.
Check the default values against the actual speeds that
drivers usually achieve, determined through driver
surveys or tachograph charts for actual routes. Adjust
the settings within the system to representative levels
and then test their validity by generating known routes
and comparing the computer-generated timings with
those achieved in practice. Continue to refine road
speeds until there is close correlation between the
CVRS system and current experience.
System Set-up
Users can set parameters that correspond to their
individual operations, tailoring the way the system works.
To ensure that the best solutions are obtained, the
software supplier will provide advice as to any advanced
parameter settings or ‘fine tuning’ of parameters and
system set-up that may be required for particular
operations.
The precise structure of parameter files will depend on
the system, but they normally fall into three main groups:
Data parameters
Scheduling parameters
Advanced parameters
The lists below indicate what each of these groups
typically contains. While the lists may appear daunting,
most parameters have a default setting representative of
16
many operations. The number of parameters is
indicative of system capability and flexibility, and does
not imply the system will be difficult to use.
Typical data parameters include:
General (company name, distance unit,
percentage of standard speeds, minimum time,
distance between calls and closed days)
Load-related (load unit, fixed, minimum or
maximum call time)
Driver-related (legal driving limits, break/rest
periods andshift length)
Shift-related (start and finish times, hourly
payment rates, minimum shift cost and overnight
allowance)
Vehicle types (access group, load capacity, depot
time allowances, percentage of speeds and
loading rates and fixed and running costs)
Product-related (product type, product units per
load unit, loading and unloading times and
revenue)
Depots (location, opening times, throughput
capacity and closed days)
Typical scheduling parameters include:
Scheduling period in days (some systems will
schedule up to several months)
The number of overnight stops permitted
The number of trips per route (i.e. the maximum
times the vehicle can return to a depot on any
route)
Whether collections are made at the end of the
route
Whether the fleet is fixed
For fixed fleets, the number of vehicles and
drivers at each depot
Vehicle and driver departure times
The use of skeleton routes as the basis for
building up daily routes
Typical advanced parameters include:
Whether the operation is multiple depot
If depot zones exist, allocating particular tasks to
particular depots
If tramping is allowed, permitting collections and
deliveries between intermediate points en route
Deviation and cluster settings, which affect the
grouping of calls on a particular route and the
degree to which the vehicle can be permitted to
deviate from the most direct route in order to
make additional calls
Optimisation settings, instructing the system of
the method of optimisation (e.g. time, distance
and cost)
System Testing
Once the system is fully set-up and considered to be
ready to go live, it is essential to carry out as much
testing as possible, in order to both ensure that no errors
have been introduced, and enable users to familiarise
themselves as much as possible with the system in
advance of commissioning.
5.4 Fourth Phase: Go Live
For the majority of users, a CVRS system will enhance
the effectiveness of their operation for years to come.
Few users would wish to return to pigeon holes, maps,
pins and string, or whiteboards. There will be some
on-going work involved to ensure that the system
continues to produce the best solutions.
Post-implementation Review
Although it is tempting to forge ahead with the new
system once it is in place, it is also a very valuable
exercise to look back over the project and assess its
success, and whether the company could have
benefited from carrying out any part of the process
differently.
17
System Fine Tuning
Spend time with the software supplier for a number of
weeks, or perhaps even months, after implementation is
complete. By this time, staff will generally be familiar
with the system and its daily use, but they may not be
using it to its best effect. There may well be unused
features within the system which could bring additional
benefits. In addition, some of the detailed parameters
could be modified slightly to enable the automatic
generation of better routes and schedules, without
having to rely as much on user input.
On-going System Optimisation
The field of CVRS is evolving, with constant
developments and improvements coming to market each
year. Since the only certainty is that things will change,
try to stay closely in touch with the selected system
supplier and keep an eye on the wider marketplace.
Being aware of enhancements as they come along
offers the chance to makes changes to operations or the
CVRS system itself, and realise further benefits.
6 Product and SupplierSelection
Selecting the right product from the right supplier is
important. This section outlines some of the selection
issues, lists some suppliers of major systems currently
available, and also summarises the features of those
systems.
6.1 Finding the Right Supplier
Relationships
A CVRS system and its supplier are inextricably linked,
each having their own characteristics and capabilities.
Project implementation and system set-up will involve
considerable contact with the supplier, with contact
continuing through system upgrades, staff training and
perhaps user groups. Picking the right company is
essential if working together is to be a success. It is
particularly important where there is likely to be
extensive tailoring of the system to meet operational
needs.
Support, Training and Development
Support, training and development are critical if the
system is to produce the best results.
When considering which system or supplier, the
following checklist may prove useful:
How long does training take?
What level of computer knowledge is required of
staff that will use the system?
What arrangements exist for annual
maintenance?
Can the system adapt and keep pace with the
transport operation developments within the
organisation?
Is the system capable of readily interfacing with
other software in use or under consideration (e.g.
order processing and warehouse management
systems)?
Is the CVRS system continually being developed
and enhanced?
How frequently are updates issued and how are
they distributed?
Is support from the software provider available 24
hours a day?
Is support available online?
Does the supplier provide a software manual?
How comprehensive are the ‘help screens’?
What proportion of the supplier’s client base is
using extensively customised systems?
Are maps provided for all European countries
where the organisation operates?
18
6.2 Listing of Key Suppliers
Table 2 lists the suppliers of the main systems available
in the United Kingdom at the time of writing (2005). The
list is by no means exhaustive, as additional companies
come into the market from time to time, perhaps from
Europe or the United States, and companies continually
develop and expand their systems.
Note: The inclusion of a supplier does not represent
an endorsement of their system from the Freight Best
Practice programme or the Department for Transport,
nor does the inadvertent exclusion of any supplier
imply any criticism of their system.
6.3 System Summary Based onSuppliers’ QuestionnaireResponses
Tables 3 to 11 summarise some of the capabilities and
characteristics of the main systems available within the
UK market. The tables are compiled from answers
provided by suppliers to the questions set out in
Appendix 4. Where all suppliers have provided similar
affirmative answers, the questions have been excluded
from the tables.
All of the systems listed have a high degree of
functionality, making them complex and difficult to
summarise. Prospective users need to look carefully at a
number of systems in considerable detail, to find the one
best suited to their operations and requirements. The
tables may help to short-list systems for further
consideration.
19
Table 2 Main CVRS system suppliers in the UK
System name(s) Supplier
DiPS Distribution Planning Systems
Bridge House
Bewdley
Worcestershire DY12 1AB
Tel: 01299 400528
Website: www.dips.co.uk
LogiX DPS International Ltd
(also online system Lygon Court
logixcentral.com) Hereward Rise
Halesowen
West Midlands B62 8AN
Tel: 0121 585 6633
Website: www.dps-int.com
Optrak Optrak Distribution Software Limited
Princess Mary House
4 Bluecoats Avenue
Hertford
Hertfordshire SG14 1PB
Tel: 01992 411000
Website: www.optrak.co.uk
Paragon Paragon Software Systems plc
Allen Court
High Street
Dorking
Surrey RH4 1AY
Tel: 01306 732600
Website: www.paragonrouting.com
Roadnet 121 Systems Ltd
Broadway Business Centre
32a Stoney Street, The Lace Market
Nottingham NG1 1LL
Tel: 0115 924 7104
Website: www.121logistics.com
Descartes Delivery Descartes Systems UK Limited
Management Solution The Mill House Business Centre
Station Road
Castle Donington
Derby DE72 2NJ
Tel: 0870 164 6355
Website: www.descartes.com
TruckStops Kingswood MapMechanics
Canal Court
155 High Street
Brentford TW8 8JA
Tel: 020 8568 7000
Website: www.mapmechanics.com
20
Table
3
Data
verification
What is
the p
rocess for
addre
ss v
erific
atio
n?
The p
ostc
ode d
ispla
ys a
map s
how
ing the locatio
n
Usually
‘Q
uic
k A
ddre
ss’ i
s
used
Corr
ectio
n is c
arr
ied o
ut
by the u
ser, w
ith ‘A
FD
Postc
ode’ a
vaila
ble
as a
n
optio
n
Codepoin
t geocode d
ata
,
plu
s G
azetteer,
plu
s
optio
nal str
eet le
vel
addre
ss v
erific
atio
n a
re
used
Eith
er
a p
roprieta
ry
geo-c
odin
g s
yste
m u
sin
g
the R
oyal M
ail
Addre
ss
Manager, o
r Latit
ude/
Longitu
de d
ata
fro
m
Navte
q c
an b
e u
sed
Verific
atio
n is c
arr
ied o
ut
via
an inte
rface for
‘Webscre
en’,
whic
h
retu
rns the s
core
and
flags a
ccord
ingly
The u
ser
can c
heck
that
post
codes
and p
lace
nam
es
are
valid
and g
et
grid c
o-o
rdin
ate
s.
Verific
atio
n is
done b
y
addre
ss m
anagem
ent
softw
are
(Q
AS
and
Capsc
an)
Table
4
Data
para
mete
rs
Can the s
yste
m p
lan
deliv
eries for
nom
inate
d
days?
Yes
The u
ser
can s
pecify
a
specifi
c d
ay for
the
deliv
ery
/colle
ctio
n o
r ban
days to a
llow
for
choic
e o
f
days
Yes
Yes
Yes, ord
er
info
rmatio
n
can featu
re a
begin
date
,
an e
nd d
ate
and a
n
urg
ency facto
r
Yes, tr
ue incre
menta
l
pla
nnin
g is a
vaila
ble
over
as m
any d
ays a
s
required.
Yes
What is
the m
axim
um
pla
nnin
g p
eriod?
35 d
ays
No lim
it14 d
ays
14 d
ays
No lim
itN
o lim
it6 w
eeks
What is
the m
axim
um
num
ber
of custo
mers
and
calls
?
30,0
00
No lim
itN
o lim
it20,0
00 c
usto
mers
, 20,0
00
calls
per
schedule
No lim
itN
o lim
it16,0
00 c
alls
, each o
f
whic
h c
ould
be to a
diff
ere
nt custo
mer
How
does the s
yste
m
accom
modate
vehic
les o
f
diff
ere
nt ty
pes a
nd
capaciti
es (
e.g
. m
ulti
ple
com
part
ment,
tem
pera
ture
contr
olle
d)?
The u
ser
defin
es
indiv
idual vehic
le a
nd
traile
r cla
sses, each w
ith
its o
wn c
apacity
in o
ne o
r
more
fix
ed o
r variable
com
part
ments
of
diff
ere
nt te
mpera
ture
s
The s
yste
m
accom
modate
s m
ulti
ple
vehic
le types. T
he
Com
patib
ility
/ Tanker
Module
pro
vid
es for
up to
16 c
om
part
ments
and
enable
s load b
uild
ing,
takin
g into
account lo
ad
mix
, te
mpera
ture
and
pro
duct com
patib
ility
issues
Vehic
les a
re m
odelle
d
indiv
idually
by
dim
ensio
ns, attribute
s
and c
onfig
ura
tion. E
ach
vehic
le type h
as its
ow
n
‘loader’ a
lgorith
m to
ensure
that a v
ariety
of
pro
duct ty
pes a
nd
quantit
ies c
an b
e
accom
modate
d
Vehic
le types inclu
de
capacity
in fiv
e d
efin
able
units
of m
easure
.
Com
part
ment optio
n
allo
ws u
p to 2
0
com
part
ments
(com
part
ment siz
es a
re
variable
and the g
oods in
each c
an v
ary
, e.g
.
frozen/a
mbie
nt)
Each v
ehic
le type h
as its
ow
n c
apaciti
es (
up to
thre
e u
nits
of m
easure
i.e
.
weig
ht, p
alle
ts, volu
me
and thre
e c
ate
gories (
i.e.
chill
ed, fr
ozen, am
bie
nt
for
each c
apacity
. N
o
limit
to the n
um
ber
of
vehic
le types the s
yste
m
can h
andle
The s
yste
m a
llow
s
specifi
catio
n o
f up to n
ine
measure
ments
and u
ses
these a
s c
apabili
ties o
r
requirem
ents
for
each
vehic
le d
uring p
lannin
g
Each v
ehic
le h
as its
ow
n
record
, w
ith u
p to 1
5
diff
ere
nt capacity
measure
s. E
ach c
apacity
has a
unit
of m
easure
of
the u
ser’s c
hoic
e -
palle
ts,
litre
s, cages, cubic
metr
es, etc
.
Multi
-com
part
ment
vehic
les h
ave m
ulti
ple
capaciti
es
What ra
nge o
f diff
ere
nt
driver
and v
ehic
le s
hift
s
can b
e a
ccom
modate
d b
y
the s
yste
m (
inclu
din
g
double
shift
ing)?
Cla
sses a
re d
efin
ed for
indiv
idual or
gro
ups o
f
drivers
. E
ach c
lass h
as
its o
wn s
ettin
gs (
sta
rt a
nd
finis
h tim
es, shift
length
,
licence type, W
TD
para
mete
rs)
The s
yste
m e
nable
s the
user
to s
pecify
multi
ple
shift
pattern
s, hours
and
length
s, ta
kin
g into
consid
era
tion d
ouble
shift
ing a
nd the
impendin
g W
TD
Shift
pattern
s a
re
specifi
ed a
cro
ss the
week. D
rivers
can b
e
double
shift
ed, and
drivers
’ shift
s c
an o
verlap
The s
oftw
are
handle
s
sin
gle
, double
or
trip
le
shift
opera
tions, w
ith u
p to
21 s
hift
s o
ver
a w
eekly
schedule
Morn
ing a
nd a
ftern
oon
shift
s a
re p
ossib
le b
y the
use o
f th
e R
outin
g
Passes, settin
g u
p a
Morn
ing P
ass then a
n
Aftern
oon P
ass
Indiv
idual re
sourc
es c
an
be d
efin
ed w
ithin
win
dow
s to m
anage s
hift
s
Each v
ehic
le h
as its
ow
n
specifi
catio
n o
f shift
availa
bili
ty.
Double
-shift
ing is e
asily
accom
modate
d
What scope is there
for
variatio
ns to r
oad
speeds?
Speeds a
re s
et by tim
e o
f
day,
countr
y, v
ehic
le
cla
ss, day o
f w
eek, ro
ad
cla
ss,
rura
l/urb
an/c
ongeste
d
The s
yste
m is s
upplie
d
with
a s
tandard
set of
road s
peeds, but allo
ws
the u
ser
to s
pecify
by
time o
f day a
nd v
ehic
le
type
Speeds c
an b
e s
et by
time o
f day,
vehic
le type,
road type, congestio
n
are
a
Speeds a
re s
et fo
r 12
road types, w
ith
user-
defin
ed c
ongeste
d
are
as, ru
sh-h
our
pro
files
by d
ay o
f th
e w
eek a
nd
variatio
ns b
y v
ehic
le type.
User
map e
diti
ng is
pro
vid
ed for
handlin
g
local fa
cto
rs
Speeds c
an b
e g
lobally
changed, as fix
ed s
peed
or
by p
erc
enta
ge, by
indiv
idual ro
ads o
r by
are
as. A
fle
xib
le r
ush
hour
model is
als
o
availa
ble
to tem
pora
rily
change r
oad n
etw
ork
capabili
ties
64 r
oad types/s
peeds a
re
set
The u
ser
can h
ave
com
ple
te c
ontr
ol over
the
road s
peeds u
sed, set
eith
er
by r
oad c
ate
gory
or
by indiv
idual ro
ad
segm
ent
Qu
estion
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Para
gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
Question
DiP
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ak
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gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
21
Table
5
Schedulin
g p
ara
mete
rs
Can the s
yste
m m
odel
pre
-allo
cate
d r
oute
s(w
ith o
r w
ithout a
pre
dete
rmin
ed
sequence)?
Yes
The s
yste
m c
an
auto
matic
ally
or
manually
schedule
pre
-allo
cate
d o
r fix
ed
route
s in, or
not in
, th
especifi
ed s
equence
Yes
Yes
The u
ser
can d
efin
ero
ute
s o
r ‘s
tatic
’ route
s,
and c
an a
lso b
uild
route
s b
ased o
n a
fix
ed
geogra
phic
are
a
Yes
Yes
Can s
yste
m p
rioritie
s b
eset?
For
exam
ple
,m
inim
ise tim
e,
dis
tance?
Yes
The s
yste
m is
pre
dom
inantly
a tool to
optim
ise tim
e a
nd
dis
tance
The o
ptim
iser
is
cost-
based, w
ithprioritie
s a
ffecte
d b
ychangin
g c
ost
para
mete
rs
Yes
The s
yste
m c
an
optim
ise o
n s
tart
tim
e,
route
tim
e o
r le
ngth
,tim
e w
indow
s, w
ait
times, driver
bre
aks,
dis
tance, costs
,capacity
, vehic
le type,
physic
al lo
catio
n,
multi
ple
depots
, sto
ps
per
route
, urg
ency
facto
r, p
ickups, re
loads
and s
erv
ice tim
es
Pro
fitabili
ty, dis
tance,
time a
nd o
ther
variable
sm
ay b
e a
ssig
ned a
nd
used for
optim
isatio
n
The s
yste
m a
lways
min
imis
es c
osts
,alth
ough c
ost
para
mete
rs c
an b
e s
et
to a
chie
ve m
inim
um
time, or
min
imum
dis
tance, or
acom
bin
atio
n
Can the s
yste
m e
xte
nd
custo
mer
openin
g tim
eto
perm
it com
ple
tion o
fa d
eliv
ery
?
Yes
Yes, th
e u
ser
can
specify
this
The s
yste
mdis
tinguis
hes b
etw
een
‘arr
ive in tim
e’ w
indow
s,
and ‘depart
in tim
e’
win
dow
s
Yes
The s
yste
m p
rovid
es
flexib
ility
with
regard
s to
openin
g tim
es a
nd c
an
be s
et to
eith
er
arr
ive
befo
re a
custo
mer’s
clo
sin
g tim
e o
r com
ple
teth
e a
ctiv
ity b
efo
re the
custo
mer’s c
losin
g tim
e
Yes, tim
e w
indow
s h
ave
optio
nal fle
xib
ility
Deliv
ery
win
dow
sgovern
arr
ival tim
e. If
the v
ehic
le a
rriv
es w
ithin
the tim
e w
indow
, th
esyste
m a
ssum
es the
deliv
ery
can b
ecom
ple
ted. T
his
allo
ws
multi
ple
ord
ers
to b
edeliv
ere
d b
y a
rriv
ing o
ntim
e w
ith the first ord
er
Does the s
yste
m a
llow
for
vehic
les to
com
mence a
new
trip
part
way thro
ugh a
work
ing s
hift
?
Yes
Yes
Yes
Yes
Relo
ads o
r m
ulti
-trips
are
achie
vable
, and
exte
nded r
uns a
nd
multi
-day r
oute
s a
reals
o p
ossib
le
Yes
Yes. T
his
capabili
ty c
an
be turn
ed o
n o
r off for
each v
ehic
le
Can the s
yste
mschedule
‘tr
am
pin
g’ (
i.e.
colle
ctin
g fro
m o
ne p
oin
ton a
route
and
deliv
ering to a
noth
er
poin
t on the s
am
ero
ute
)?
Yes
The s
yste
m c
an c
olle
ct
and o
nw
ard
deliv
er, a
dd
to a
n e
xis
ting d
eliv
ery
and d
eliv
er
or
colle
ct,
ensuring o
rders
are
carr
ied o
ut on the s
am
ero
ute
Yes
Yes. W
ith the
Inte
gra
ted F
leets
optio
n,
the s
oftw
are
will
choose
the v
ehic
le b
ase to u
se
and c
om
bin
e loads to
min
imis
e e
mpty
runnin
g
The s
yste
m c
annot
curr
ently
schedule
pic
kups w
ith o
nw
ard
en-r
oute
deliv
eries, but
the e
nhancem
ent is
schedule
d for
a futu
rere
lease
Yes, m
ulti
-activ
ities a
lso
usin
g m
ulti
-activ
ity
pic
k-u
p a
nd d
rop-o
ff
Yes
Qu
estion
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ak
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gon
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es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
22
Table
6
Advanced p
ara
mete
rs
Can the s
yste
m s
pre
ad
deliv
eries a
t specifi
ed
inte
rvals
(e.g
. w
eekly
/
fort
nig
htly
) over
an
exte
nded s
chedule
period?
Yes
The s
yste
m c
an b
e
config
ure
d to take into
account m
ulti
ple
schedulin
g p
eriods
Not directly
, but ord
ers
can b
e a
llocate
d s
pecifi
c
days in a
multi
-day p
eriod
Yes, usin
g the M
ulti
Period P
lanner
optio
n
The T
err
itory
Pla
nner
module
allo
ws s
equentia
l
deliv
ery
schedule
s o
f up
to 1
2 w
eeks
Yes
Yes. F
requency
schedulin
g is h
andle
d
with
a d
ata
base fro
nt-
end
to a
llocate
and b
ala
nce
work
load a
cro
ss the
schedulin
g c
ycle
. T
he
syste
m then r
oute
s the
schedule
d w
ork
load. It
can a
lso c
onvert
contr
acts
with
a s
erv
ice fre
quency
into
a n
um
ber
of calls
Can the s
yste
m p
rioritis
e
ord
ers
for
deliv
ery
?
Yes
Yes, nin
e levels
of priority
are
availa
ble
Yes
Yes
Ord
ers
can b
e g
iven a
n
urg
ency facto
r betw
een 0
& 1
00. T
his
allo
ws
identif
icatio
n o
f critic
al
jobs a
nd those o
f le
ss
importance. W
here
there
are
excess jobs, th
e less
urg
ent w
ill b
e left o
ff the
route
s
Yes
Yes
Can the s
yste
m s
chedule
tracto
r units
and tra
ilers
separa
tely
?
Yes
Vis
ual P
lanner
is d
ue in
2005 a
nd w
ill e
nable
the
physic
al re
sourc
e, tr
acto
r,
traile
r and d
river, to b
e
allo
cate
d indiv
idually
Yes, in
directly
Yes
The s
yste
m c
an c
reate
,
main
tain
and s
chedule
tracto
rs a
nd tra
ilers
separa
tely
Not yet, b
ut th
is
enhancem
ent is
due for
rele
ase in e
arly 2
005
The s
yste
m inte
rfaces to
syste
ms w
hic
h h
andle
driver/
tracto
r schedulin
g.
Solu
tions a
re a
lso
availa
ble
for
tracto
r/tr
aile
r
schedulin
g
Can the s
yste
m s
plit
larg
e
consig
nm
ents
acro
ss a
num
ber
of vehic
les?
Yes
No
Yes
Yes
The s
yste
m c
an s
plit
ord
ers
and m
ulti
ple
ord
ers
to the s
am
e s
top. S
plit
ord
ers
are
giv
en a
new
num
ber, p
refix
ing the n
ew
ord
er
num
ber
with
the
account num
ber, the
origin
al ord
er
num
ber
or
a
custo
m p
refix
Not yet, b
ut th
is
enhancem
ent is
due for
rele
ase in e
arly 2
005
Yes
Table
7
Mappin
g
Can r
oute
path
s b
e
dis
pla
yed?
Yes
Route
path
s c
an b
e
dis
pla
yed a
t various
levels
of deta
il
Yes
Yes
The u
ser
can d
ispla
y
route
s u
sin
g s
traig
ht lin
es
(poin
t to
poin
t) o
r alo
ng
road p
ath
s
No
Yes
Can indiv
idual tr
ips b
e
dis
pla
yed?
Yes
Indiv
idual t
rips
and
multi
ple
trips
can b
e
dis
pla
yed a
t va
rious
leve
ls
of deta
il
Yes
Yes
Sin
gle
and m
ulti
ple
route
s c
an b
e d
ispla
yed
on the m
ap
No
Yes
Qu
estion
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ak
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gon
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Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
Qu
estion
DiP
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Optr
ak
Para
gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
23
Table
8
Modelli
ng
Briefly
describe the
syste
m’s
capabili
ty for
modelli
ng (
e.g
. str
ate
gic
or
opera
tional schedule
s)
The s
yste
m c
an b
e u
sed
str
ate
gic
ally
and
opera
tionally
The s
yste
m c
an b
e u
sed
str
ate
gic
ally
and
opera
tionally
The s
yste
m c
an b
e u
sed
str
ate
gic
ally
and
opera
tionally
and c
an
optim
ise v
ehic
le
resourc
es, depot lo
catio
n,
allo
catio
n o
f ord
ers
to
depots
etc
The s
yste
m c
an b
e u
sed
str
ate
gic
ally
and
opera
tionally
. S
trate
gic
uses inclu
de p
lannin
g
new
opera
tions,
evalu
atin
g o
ptio
ns a
nd
serv
ice o
bje
ctiv
es,
auditi
ng e
xis
ting
opera
tions
The s
yste
m c
an b
e u
sed
str
ate
gic
ally
and
opera
tionally
. It is
als
o
part
of a s
uite
of
softw
are
, in
clu
din
g a
str
ate
gic
pla
nnin
g tool,
a
tactic
al lo
adin
g tool,
a
solu
tion for
managin
g
real-tim
e d
ispatc
h a
nd
trackin
g, and a
set of
route
pla
nnin
g file
s
Strate
gic
pla
nnin
g tools
allo
w the m
odelli
ng o
f
dis
trib
utio
n c
entres,
zonin
g (
where
desired)
and a
lso p
ickin
g o
f
routin
es w
ithin
a
dis
trib
utio
n c
entre/
ware
house to o
ptim
ise the
layout. A
sim
ula
tion tool
allo
ws c
usto
mers
to
sim
ula
te o
rder
pools
ente
ring the p
lannin
g
syste
ms, usin
g their d
ata
off-lin
e for
modelli
ng/
optim
isatio
n
The s
yste
m c
an b
e u
sed
for
str
ate
gic
and
opera
tional schedulin
g.
Str
ate
gic
uses inclu
de
tender
pre
para
tion a
nd
‘what if.
..?’ a
naly
sis
.
Opera
tional uses r
ange
from
daily
schedulin
g to
fixed r
oute
revis
ion
exerc
ises
Qu
estion
DiP
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Optr
ak
Para
gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
Table
9
Managem
ent
report
s
What m
anagem
ent
report
s a
re p
roduced b
y
the s
yste
m?
Report
s a
re tailo
red to
the u
ser’s r
equirem
ents
(inclu
ded in p
urc
hase
price)
A s
eries o
f custo
mis
able
report
s a
re a
vaila
ble
, in
excess o
f 80 c
urr
ently
, in
Access, E
xcel,
HT
ML, fo
r
exam
ple
The s
yste
m inclu
des a
data
ware
house for
hold
ing d
ata
long term
.
The u
ser
can c
usto
mis
e
report
s b
ased o
n a
ny
exis
ting d
ata
The s
yste
m p
roduces a
com
pre
hensiv
e s
et of
managem
ent re
port
s,
inclu
din
g r
oute
and trip
sum
maries, util
isatio
n
sum
maries a
nd k
ey
perf
orm
ance indic
ato
rs.
Report
s, util
isatio
n c
hart
s
and m
ap d
ispla
ys c
an b
e
outp
ut as H
TM
L for
web
bro
wser
access
The s
yste
m inclu
des 7
4
sta
ndard
reports, and
routin
g p
lans a
nd
real-tim
e d
ata
can b
e
export
ed to the e
ntir
e
org
anis
atio
n u
sin
g a
n
intr
anet-
based s
et of w
eb
tools
Num
ero
us k
ey
perf
orm
ance indic
ato
r
report
s a
re a
vaila
ble
as
sta
ndard
The s
yste
m p
roduces
route
sum
maries a
nd
deta
iled r
oute
lis
tings, as
well
as d
eta
ils o
f
unschedule
d d
eliv
eries
Can the u
ser
genera
te
custo
mis
ed r
eport
s?
Yes
Yes
Yes
The u
ser
can d
efin
e
custo
m tabula
r re
port
s o
r
use in-b
uilt
Cry
sta
l
Report
s for
text and
gra
phic
al re
port
ing
The s
yste
m h
as a
n o
pen
data
base a
nd g
enera
tes
custo
mis
ed r
eport
s u
sin
g
Cry
sta
l, C
ognos, etc
.
Report
s c
an b
e a
ccessed
directly
thro
ugh R
oadnet
Yes
Yes, th
e s
yste
m inclu
des
a r
eport
write
r
What oth
er
transport
managem
ent softw
are
can b
e inte
rfaced w
ith the
syste
m (
e.g
. te
lem
atic
s,
fuel m
anagem
ent, G
PS
)?
The s
yste
m c
an b
e
inte
rfaced w
ith w
ages,
tele
matic
s a
nd G
PS
softw
are
The s
yste
m h
as a
lready
been inte
rfaced to o
r
inte
gra
ted w
ith v
ehic
le
tele
matic
s, in
-cab &
mobile
com
munic
atio
n,
transport
managem
ent
syste
ms, fle
et
managem
ent and G
PS
syste
ms
The s
yste
m c
an b
e
inte
rfaced w
ith P
OD
and
trackin
g s
oftw
are
The s
yste
m c
an b
e
inte
rfaced w
ith tra
nsport
managem
ent, tele
matic
s,
vehic
le tra
ckin
g a
nd
navig
atio
n s
yste
ms.
The
Fle
et C
ontr
olle
r m
odule
links w
ith r
eal-tim
e
trackin
g to p
rovid
e e
arly
warn
ing o
f la
te a
rriv
als
and ‘pla
n v
ers
us a
ctu
al’
report
ing
The s
yste
m c
an b
e
inte
gra
ted w
ith m
ajo
r
ER
P a
nd r
eta
il syste
ms.
Oth
er
optio
ns e
nable
inte
gra
tion w
ith in-c
ab o
r
hand-h
eld
devic
es, G
PS
and e
PO
D s
yste
ms.
Part
ner
pro
vid
ers
pro
vid
e
actu
al vers
us p
lanned
info
rmatio
n, as w
ell
as
on-b
oard
vehic
le
managem
ent and
security
The s
yste
m h
as fully
open X
ML a
rchite
ctu
re
The s
yste
m c
an
inte
rface w
ith E
SP
fro
m
ES
S, T
raderm
an
Fre
ightD
esk,
and
Mic
roLis
e O
pus.
Als
o
there
are
inte
rfaces f
or
on-b
oard
devic
es,
trackin
g s
yste
ms,
GP
S
and P
DA
s,
etc
Qu
estion
DiP
SLogiX
Optr
ak
Para
gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
24
Ta
ble
11
Mark
et
Appro
xim
ate
ly h
ow
many U
K c
om
panie
suse y
our
syste
m?
40
There
are
in e
xcess o
f300 s
yste
ms d
eplo
yed
thro
ughout
the B
ritish
Isle
s
25+
300
660
More
than 2
,400
custo
mer
site
sw
orldw
ide
What is
their
appro
xim
ate
range o
ffle
et siz
es?
10 to 5
00
4 to 5
00+
3 to 2
,000
6 to 8
00
20 to 8
00+
10 to 8
00
10+
Qu
estion
DiP
SLogiX
Optr
ak
Para
gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
Table
10
Support
/tra
inin
g/technic
al support
What is
the typic
al
frequency o
f softw
are
update
s?
Quart
erly
Typic
ally
tw
o p
er
year
Six
-month
ly u
pdate
s,
with
inte
rmedia
tecusto
mer-
specifi
cre
leases w
hen r
equired
Annually
, or
more
frequently
on r
equest
One m
ajo
r re
lease
every
11 m
onth
s,
regula
r m
inor
update
severy
thre
e m
onth
s
Quart
erly m
inor
update
s, w
ith m
ajo
rre
leases p
lanned
annually
Annually
What is
the typic
al
frequency for
map
update
s?
Annually
Typic
ally
tw
o p
er
year
Six
-month
lyTypic
ally
annually
Maps a
re s
ourc
ed fro
man o
uts
ide v
endor
and
str
ate
gic
part
ner,
Navte
q, w
ho p
roduce
sfo
ur
dis
tinct
map
rele
ases a
year
Quart
erly
Annually
What is
the tra
inin
g tim
ere
quired for
an a
vera
ge
opera
tor?
Tw
o d
ays
Tw
o d
ays p
lus o
ne
back-u
pF
our
to fiv
e d
ays
Tw
o d
ays
Four
days w
ith a
nadditi
onal tw
o to thre
eday ‘advanced’ t
rain
ing
cours
e
One d
ay for
adis
patc
her, fiv
e d
ays for
an e
xpert
user
and 1
2days for
a s
uper-
user
Tw
o d
ays
Question
DiP
SLogiX
Optr
ak
Para
gon
Roadnet
Descart
es D
eliv
ery
Managem
ent
Solu
tion
Tru
ckS
tops
25
7 Case Studies
This section features a number of case studies that
reveal individual companies’ experience of introducing a
CVRS system into their transport operation. The case
studies highlight the many benefits achieved.
7.1 Menzies Distribution AchievesBetter Speed and Accuracy inPlanning
Edinburgh-based Menzies Distribution is a leading
provider of added value distribution and marketing
services to the newspaper and magazine supply chain.
Menzies uses 1,400 vehicles to deliver over 7 million
newspapers and magazines each day to over 21,000
customers, clocking up 93,000 miles in doing so.
Products arriving from publishers in the early hours are
cross-docked, picked and packed, then consolidated for
delivery to the retailer. High speed, good organisation
and overall efficient distribution are paramount when the
product has such a short shelf-life.
A number of issues led Menzies to investigate CVRS as
a potential solution to distribution problems. The
company experienced large increases in both market
and catchment size, depots were being rationalised and
pressure was mounting to contain distribution costs. As
each depot acquired more business, and individual
newspaper and magazine weights increased relentlessly,
delivery rounds became ever larger and heavier. It
became increasingly necessary to split and re-split runs,
and it became more and more difficult for manual
scheduling to resolve issues. Short-term expediency
tended to take over, leading to unbalanced routes.
Consequently, it became clear that it was time to use
technology and tools to support the planners.
In late 1998, Optrak Distribution Software was chosen to
provide a high-tech and cost-effective tool to help
improve Menzies’ customer service levels, whilst
managing transport costs. As is often the case with
implementation of new technology, Optrak was initially
treated with scepticism. The Optrak team invested a lot
of time working with local management and staff to
increase their understanding of the system and win
support.
The Optrak system provides 90% of the routing and
scheduling solution very quickly. At that point, routes are
reviewed by local planners who use their vital local
knowledge to refine the results and ensure a practical,
achievable solution. The system deals with daily weight
variations, and supports the planning of deliveries from
36 depots, each with an average of around 800 visits
per day. In addition, with several newsagents often
located on the same street, the right visiting sequence is
critical. The Optrak solution goes right down to street
number accuracy, using eight-figure grid referencing to
allow location of each premises right down to a
ten-metre square.
Optrak proved invaluable when the newstrade
introduced its ‘Focus on Distribution’ initiative, setting the
groundwork for the introduction of mutually-agreed
retailer delivery times. Menzies found Optrak to be an
excellent tool for planning how best to meet the optimum
delivery window.
The CVRS system is now used strategically and
tactically on a depot-by-depot basis around the UK,
assisting manual schedulers in the redesign of delivery
sequences. It is also used strategically, to test the
effects of alternative scenarios, and has enabled
Menzies to venture into new markets, confident that it
knows what to expect. The move into evening
newspaper distribution was supported by an evaluation
carried out with Optrak.
26
Optrak software has proved to be a worthwhile and
valuable tool for Menzies, a partnership recognised in
February 2002, when Menzies Distribution and Optrak
Distribution Software were jointly awarded the ‘Fleet
Management Systems 2002 Partnership Award’.
7.2 West Country Fine FoodsImproves Periodic TransportPlanning
West Country Fine Foods is a specialist distributor of
premium chilled and frozen foods to the hotel and
catering market. The company is based at Codford St
Mary in Wiltshire, with additional bases at Newton Abbot,
Bristol and Warrington. It serves most of the western half
of the country, using a fleet of around thirty 3.5-tonne
refrigerated vans.
The business is seen as a distribution company,
receiving in large quantities and shipping out in small
quantities, with a real emphasis on service.
Most orders are received between 20:00 and midnight.
All vehicles must then be loaded and ready for dispatch
by around 05:00, so there is no room for inefficiency in
the routing and scheduling process. Previously, delivery
schedules were worked out manually but, in an
operation with around 3,000 live accounts, this was a
highly complex process and led to inevitable anomalies.
Some journeys could be completed in five hours,
whereas others took 11 hours and, with drivers left to
plan their own routes, distribution was not completed as
cost-effectively as it could have been.
CVRS was introduced as part of a wider ranging scheme
to improve the overall logistic efficiency of West Country
Fine Foods. After short-listing several options,
Kingswood MapMechanics’ CVRS system, TruckStops,
was chosen to plan deliveries nationwide. The system is
now used every three months to replan the company’s
fixed routes and test the impact of adding new
customers or changing load volumes.
As a direct result of introducing CVRS, West Country
Fine Foods has been able to balance deliveries much
more evenly amongst vehicles, and plan routes that are
far more efficient. As a result, fewer vehicles are
required, fuel costs have been cut by thousands of
pounds a month, and wear and tear and depreciation
have been reduced. In purely financial terms, the system
paid for itself within just two months, but the
simultaneous improvement in customer service has also
been of real benefit to the company.
West Country Fine Foods has also taken a full copy of
GeoConcept, a geographic information system also
supplied by Kingswood MapMechanics. This system can
be used in close conjunction with TruckStops to analyse
and fine-tune logistics activities, as well as performing
wider network planning and marketing activities.
Benefits are being realised beyond pure logistics
activities. For instance, the system has enabled the
company to identify the profitability of individual routes,
and there are plans to expand on this capability in the
future.
7.3 Alstons Cabinets EnhancesTransport Efficiency and SupplyChain Systems Integration
Alstons Cabinets supplies bedroom furniture from its
base in Ipswich to over 2,000 customers across the UK.
The vehicle fleet consists of 22 rigid vehicles and
trailers, completing between 500 and 600 orders every
week.
Almost three-quarters of the items dispatched are made
to a specific customer order, with scheduled orders used
as the basis for manufacturing planning. Just a few
years ago the whole process was carried out manually
by sorting hard copies of customer orders and then
passing the information into other parts of the business.
The simultaneous introduction of Material Requirement
Planning (MRP) and Paragon CVRS software has
radically changed the process and improved the
efficiency and effectiveness of manufacturing planning.
Orders are now downloaded into Paragon for routing,
before being uploaded into the MRP system for
production planning. As customer time windows and
delivery preferences are held in the CVRS system,
successful planning no longer depends on someone’s
memory when planning routes. Consequently, errors
have been reduced and orders are no longer ‘forgotten’
because of people working under pressure.
Other areas have benefited from improved
communication. With suitable system interfaces, the
information in electronically-generated routes can be
circulated widely, quickly and accurately. This action has
drastically reduced internal queries and errors, and
improved the response to customer queries.
There have also been a number of operational benefits.
Better routes and more effective use of vehicles have
enabled the fleet size to be reduced by 20% (from 25 to
20 vehicles), bringing with it reductions in running costs
and revisions to contract hire arrangements. Critically,
however, this move has been achieved without any
deterioration in customer service. Planning is now
reliable enough to make best use of vehicles without
them regularly running late and missing deliveries
through attempting to do too much.
Alstons is now also using telematics to provide real-time
vehicle tracking. Not only has this change enabled the
company to inform its customers where vehicles are and
when they will arrive, but it has also provided improved
vehicle and load security.
7.4 DW Weaver Achieves BetterSpeed and Accuracy inOperational and StrategicPlanning
DW Weaver is based in Endon, Stoke on Trent and
operates from four sites running 70 vehicles across
England and Wales. Milk is collected either daily or on
alternate days, seven days per week, and is delivered to
dairies and reload points. The diverse collection fleet
consists of vehicles ranging from 26-tonne rigid tankers
to 44-tonne articulated vehicles.
In addition to collections, the company also runs a
trunking fleet comprising around thirty 44-tonne,
29,000-litre articulated tankers. Unlike the collection
fleet, these vehicles operate across the UK. In addition
to regular delivery destinations, these vehicles also
make tramping runs collecting and delivering away from
base.
Routes for milk collection are largely fixed and manual
planning using ‘maps and string’ was used until recently,
with planners making minor changes as milk yields
varied. However, the task was becoming increasingly
cumbersome and time-consuming, and there was
always concern about accuracy of plans.
Weavers therefore decided to implement a computerised
vehicle routing and scheduling system. DPS Ltd’s LogiX
system was selected, and has enabled the company to
carry out monthly route reviews that take account of the
on-going changes. The planning process is now much
quicker and accuracy is greatly improved, with
schedules making allowances for road speeds and
loading and offloading times. As a result, the company
has been able to make better forecasts of mileage run,
driver workload and vehicle arrival times at both
collection and delivery points. There has been a
reduction in overall vehicle mileage, with a subsequent
reduction in transport costs.
LogiX has also proved particularly useful for generating
quotations, and producing quick answers to ‘what if.....?’
questions from customers.
7.5 Silentnight Beds Makes MoreEfficient Use of Rigid Vehiclesand Trailers
Silentnight Beds is a leading manufacturer of beds, with
an annual output of 400,000 mattresses and 200,000
bedding sets i.e. mattresses and bed bases. Although
some stock is manufactured in advance of anticipated
demand from major customers, most product is made to
specific customer order. Product is delivered throughout
the UK, with three principal routes to market:
‘Home delivery’ on behalf of major high street
retailers, normally to private homes, and
frequently a single item, which generates around
3,000 deliveries per week
‘High street’ deliveries, consisting of substantial
orders to retailers, which generates around 500
deliveries per week
‘Trunked’, large orders, usually full loads, often
using stand trailers delivering into distribution
centres for major catalogue companies
27
Silentnight’s delivery fleet consists of 55 vehicles, 50 of
which are drop-bodied drawbar rigids for home and high
street deliveries, supplemented by five articulated
vehicles used principally for trunking operations. The
vehicles operate solo on shorter routes, but usually run
with trailers over longer distances.
Prior to the introduction of CVRS, all route planning was
carried out manually using ‘piles of paper’. The process
was time-consuming and complex, as the delivery profile
varied across the year, and the resultant routes were
less than optimal. A Paragon CVRS system was
introduced many years ago and has consistently
delivered improved routes requiring less input from
transport planning staff.
Progressive functionality improvements have increased
effectiveness. The software successfully handles
Silentnight’s particular requirement for operating
drop-bodied drawbar vehicles. Whole outfits are routed
to a focal point, from where the rigid vehicle completes a
delivery route before returning, swapping bodies, and
setting off to complete a second route. After that, the
whole outfit is reunited and returned to base.
Paragon is integrated into the wider business process.
On a daily basis, customer orders for a single delivery
region are downloaded into the system. Planned routes
are then uploaded into manufacturing systems for
planning, and into customer service processes to trigger
letters and phone calls to customers, confirming orders
and delivery addresses and arrangements. The system
supports the ‘what goes out, stays out’ approach to
planning and operating.
7.6 G & P Batteries ImprovesTransport Efficiency andIncreases Capacity
G & P Batteries is a Midlands-based business that
collects batteries for recycling. The business operates
over the whole of the UK, including the islands, and
holds a substantial share of the UK market. The
company has approximately 500 customers, ranging
from small independent companies to major blue chip
organisations, with around 20,000 collections being
made each year from around 12,000 sites. Around
30,000 tonnes of batteries of all types are collected each
year, although the majority are lead acid batteries from
cars, fork-lift trucks, stand-by power supplies etc.
Batteries are all returned to the main depot, where they
are sorted before being transported to recycling plants.
The company has to comply with a wide range of safety
and environmental regulations, both at its site and in the
operation of its vehicles. The in-house fleet comprises
19 vehicles, including a 44-tonne articulated vehicle, a
38-tonne drawbar combination, 26, 18 and 3.5-tonne
gross weight rigids and a number of vans. All except one
of the fleet are based in the West Midlands.
G & P Batteries’ routing and scheduling requirement is
unusual in many ways. Once customers make a request,
a collection will be made within ten working days, and
customers are not restrained by a ‘normal’ collection
day. A typical ‘order pool’ of 900 - 1,000 collections
exists, in a very wide range of sizes, which can be built
up into routes.
The planners therefore have a good deal of flexibility, but
they must ensure that the service commitment is met at
the same time as ensuring the efficient use of vehicles.
The business is low margin, so it is critical to achieve a
good vehicle fill. To help the company meet its diverse
needs, Roadnet CVRS software was introduced. The
system gives orders an increasing priority rating as the
ten days elapse, ensuring that no one remains at the
back of the queue for ever.
G & P Batteries sees the benefits of CVRS as
significant. The critical 90% vehicle fill is achieved and
daily planning time has been reduced by around five
hours a day. Transport management and administration
have also improved, and management are confident that
the current four planning staff will be able to handle the
expected doubling of throughput.
28
Roadnet is also providing good management
information, including forecasts of the cost of future
routes, and is being used for strategic planning.
G & P Batteries is now looking at the use of vehicle
telematics which, in conjunction with portable weigh
beams, will enable live recording of transactions at
customer sites and also enable tracking and recording of
the company’s containers that are left with customers.
29
Appendix 1 CVRS in Detail
This section explains in more detail the way that CVRS
systems work and the way that they are controlled.
More technical information and specific information on
individual software packages can be obtained from
system suppliers or through their websites. A list of the
main system suppliers in the UK is given in section 6.
A1.1 Data Assembly
Accurate data are essential in any CVRS system.
Without them, accurate and reliable routes and
schedules cannot be guaranteed.
Data must be assembled during the implementation
process, with various stages covering data gathering,
checking, cleansing and rechecking. Wherever possible,
data should be imported electronically from external
sources to minimise manual data entry and therefore
minimise the risk of introducing errors.
The following sections describe the basic data required
for most CVRS systems.
Order and Product Volumes
For most businesses, a lot of work will have to be done
to define product or order size (dimensions and weight),
so that the CVRS system can work out the best fit on a
vehicle when orders are being processed. For
organisations that supply or collect goods in neat
rectangular boxes, this will not prove difficult. Data will
simply have to be checked for accuracy regarding
product dimensions and weights, filling in any gaps,
perhaps for new products.
For goods dispatched or collected in a range of shapes
and sizes, more work will be required. Goods which can,
but don’t always, fit inside each other or nest will
probably be the most difficult to define.
Customer Details
A set of fixed customer data is needed, to enable the
CVRS to locate premises on the map and define the
parameters within which deliveries must be made.
Most companies now store good customer details as
part of their customer management process, including
the full address and postcode. However, data entry may
not be straightforward. Most businesses find a number
of errors arise when a set of addresses and postcodes is
entered into a CVRS system, ranging from simple
typographical errors to invalid or incorrect postcodes.
For example, customers may be listed by the head office
address, whereas deliveries are made to another place.
Any errors will take time and patience to resolve.
Similar difficulties can arise with data on customers’
delivery parameters. Where comprehensive data are
already recorded, the process of uploading the details
into the CVRS system should be fairly simple and
problem-free. However, many records are incomplete.
Often, restrictions exist that schedulers are aware of,
and working to, and yet they remain unrecorded.
Likewise, records may show restrictions that schedulers
know can be ignored. All of these issues need to be
resolved when data are input, as the CVRS system can
only act on the parameters stored, and routes and
schedules will be planned accordingly.
Customer details need to include:
A unique reference number, by which the system
can identify the customer
A name, which can be the company name,
delivery town or customer reference number
The full address for the delivery, using postcode,
town name or grid reference
The specified delivery day, where applicable - if
customers must receive deliveries on particular
days of the week this must be entered, otherwise
the system will use the most economic day
Any specified time windows for deliveries
Any specified vehicle types where, for example,
customer site access is restricted by height,
length or weight restrictions
Verification of Addresses
Address verification varies from system to system.
Some systems use an internal address verifier to
pinpoint customer locations accurately, whereas others
30
require users to verify customer addresses before
importing the data. Either way, verification should not
cause too many problems. Many organisations that deal
with different customers every day, such as those
involved with home deliveries, successfully use CVRS to
plan their operations.
Address information can be imported in several ways:
Postcode - this is the most popular method and
offers the most accurate, readily available location
reference. Most users will know the postcodes for
their collection and delivery points. If not, systems
are available that can ascertain postcodes from
address data, or locations without postcodes can
be fixed on the digital map. Many vehicle
scheduling systems can interpret postcode
information down to full postcode level. Those
that are only capable of locating to postcode
sector level (e.g. TN4 9) do not provide such a
level of accuracy, but for many users this will be
accurate enough
Grid Reference - identifying location by grid
reference or by latitude and longitude is extremely
accurate, particularly for deliveries and collections
in the agricultural sector. However, errors in grid
references are difficult to detect without
supporting address information
Gazetteer - in the context of CVRS, a gazetteer is
a pre-prepared list of place names together with
their physical location in latitude and longitude
and x and y co-ordinates. Although this offers a
reasonably accurate method of identifying call
point locations, problems can arise from:
Ambiguous place names
Incorrectly spelt place names
Vague locations within large cities
Further information on establishing locations is
contained in section A.2.
Customer Order Data
Details of each order to be planned are required. In
most cases, these data will be downloaded
electronically. The following data will be required:
A unique reference number, which must be
cross-referenced to the customer reference
number, and must be unique to each fresh order
for a particular customer
The order size, in a measure which matches that
used to define vehicle capacities, i.e. weight,
cube, number of pallets or roll cages, etc
Whether the call is a delivery or collection,
because the systems will only plan collections if
there is room on the vehicle at that point on the
route
Vehicle Parameters
Details are required of all vehicles that can be used by
the CVRS system in the routing process. Systems can
use either a fixed or a variable number of vehicles, but
in either case will need details including:
The number of vehicle types, such as tractor
units, semi-trailers, rigids, trailers, etc
The number of vehicles of a particular type
The total capacity of each vehicle type in the
appropriate measure i.e. tonnes, cubic metres,
pallets, litres, cartons, cages, stillages, roll cages,
etc
The number of compartments on each vehicle
and their capacity, including details as to whether
compartment size is variable
The length of time for which vehicles are available
for work
31
32
Driver Details
Data must be stored in the CVRS system detailing:
The number of drivers available
Their hours of work
Their rest and break requirements
Other Data
To exploit the full capability of a CVRS system, other
data may be stored including the following.
The Sequence of Delivery
Orders can be scheduled in a particular sequence on
pre-allocated routes, provided that a sequence number
is attached to each order. This feature can only be used
in conjunction with pre-planned routes.
Priority
In most systems, orders can be assigned different
priorities. Some systems automatically update the
priority of orders remaining undelivered at the end of
each day.
Booked Time
Specifying a booked delivery or collection time enables
the system to plan routes that meet all requirements for
timed calls.
Loading and Unloading Time
All systems allow the user to make allowances for
loading and unloading times. Different times can be set
according to product type or vehicle type, or to allow for
a vehicle with a crew. Some systems also permit
different times to be set for different days of the week.
A1.2 Mapping
Digital Maps
All CVRS systems use some form of digital map as the
basis for calculating routes.
In recent years, the sophistication of digital maps has
increased significantly, and they are now available in
various levels of detail. These detail levels correspond to
the levels of paper maps or atlases with which we are all
familiar. At the higher level, maps contain details of
motorways, trunk roads and many A roads, equivalent to
the sort of paper map that might be used to plan a
journey to a major city in France.
The next level down will, in addition, contain details of all
A roads and many rural B roads and country lanes, but
only the most major routes in towns. In paper terms, this
might equate to a general road atlas that many people
carry in their car for everyday use.
The third level of detail includes street level mapping for
all roads within a given area, including street and road
names. At the finest level of detail, the street level maps
will include information of one-way traffic flows,
prohibited left or right turns, weight, width or length
restrictions and perhaps the height of low bridges.
Establishing Locations
Geocoding, the process of locating buildings, sites,
addresses etc, on digital maps, involves various
methods, although in practice most use postcodes or
addresses, or a combination of the two.
The Post Office has its own data file (Postzon) that
relates postcodes to map co-ordinates. The degree of
accuracy is not the same for all addresses, because the
average number of addresses within each postcode is
fifteen. Postzon covers the UK in 100-metre square
grids, with co-ordinates for each grid taken from a point
in the bottom left-hand corner of each square. Each
square covers 10,000 square metres, and generally
includes a number of postcodes and many different
addresses, particularly in densely populated areas.
Each of these addresses will be assigned the same
co-ordinate.
The Ordnance Survey has a data file called Codepoint
which creates a grid co-ordinate for each postcode,
based on the position of an actual property near the
centre of the postcode area. A further level of detail is
also available that provides a co-ordinate for each
property.
Identifying the Operational Need
As expected, the higher the level of detail on the maps,
the higher their cost and perhaps the higher the cost of
the computer needed to process the data. It is therefore
important to know what level of detail is required from
the CVRS system, so that the system supplier provides
only the required level of detail.
For example, an operation that runs 200 - 300 miles
between delivery points will not be unduly affected if the
geocoding places a customer hundreds of yards from its
actual location. However, a parcel carrier may need to
know on which side of the road an address is located,
particularly if the road is an urban dual carriageway, and
the routing process will need to take account of one-way
streets.
33
A1.3 Optimising the Use of Resourceswith a Vehicle Scheduling System
Anyone thinking of implementing CVRS should be aware
that the system will not replace scheduling staff. While a
CVRS system is a very sophisticated tool that
substantially reduces man-hours of effort to produce
routes and schedules, it still requires input from
knowledgeable routing and scheduling staff to optimise
the solutions.
Making Manual Adjustments to
Computer-generated Solutions
CVRS users can normally modify routes by:
Changing the dispatch day
Inserting, deleting or resequencing calls, generally
using ‘drag and drop’
Inserting depot visits and additional deliveries
Modifying the resources used (e.g. depot, vehicle
and driver shift)
Most systems have the facility to re-optimise routes once
interactive modifications have been made.
Identifying Calls Not Routed
Occasionally, a CVRS system will fail to schedule some
calls. Reasons for this include:
Resources may not match demand, for example,
there may not be enough vehicles of the correct
type
Booked time constraints or time windows may
conflict for calls planned on the same fixed routes
There may be insufficient time (duty or driving) to
complete certain calls within a shift
Users must be able to establish the reasons for any
failures quickly. Some systems will display the reasons
for any calls not planned, allowing the user to make
adjustments to routes and display any constraints
broken as a result of manual alterations. At this point,
the user can decide whether breaking constraints is
acceptable: often this will involve a call to the sales team
or to customers themselves.
Adding Calls to Existing Routes
Dynamic daily routing is a valuable feature supported by
many CVRS systems. Users can insert additional
last-minute orders into routes planned earlier in the day,
and then rapidly re-evaluate the routes planned.
Merging Routes
Occasionally, a CVRS system produces routes that
make poor use of a driver’s time, vehicle capacity or
both. Systems enable users to merge routes, to improve
use of resources.
A1.4 Specialised SchedulingApplications
Specialised applications are available for more advanced
routing and scheduling tasks.
Determining the Optimum Location
for Depots
Separate modules are available from principal system
suppliers that enable users to work out the optimum
locations for depots. Some of these modules zone the
delivery points and find the best location for a depot to
serve each zone, taking into account the road network
and the distribution of customer locations within a given
area.
Integrated Scheduling of Fleets from
Several Depots
Some operators need to plan routes and schedules for a
number of vehicles operating from different centres, in
order to achieve optimum utilisation of the resources
available at each centre.
CVRS systems are available that can plan routes
centrally for a number of regional operations. These
systems can achieve optimum vehicle utilisation across
all the sites as a whole, and operations may benefit from
having a centralised scheduling team. Alternatively, initial
schedules can be created from a single central point
before being optimised locally by individual depots.
Multiple Compartments
The capability to distinguish multiple compartments is
widely available and is used for scheduling vehicles,
such as tankers or multi-temperature vehicles.
Capacities are assigned to individual compartments on
vehicles, for use when routes and schedules are
planned. If applicable, compartments can be assigned
variable sizes (and therefore product carrying capability),
which is particularly useful on temperature-controlled
vehicles with movable bulkheads. Compartments can
also be assigned to specific products or ranges of
product, ensuring that goods remain segregated on the
same vehicle.
34
Trunking and Transhipment
Trunking and transhipment work have particular
scheduling difficulties, but modern CVRS systems are
now able to manage these particular operations more
successfully.
Many systems can plan local delivery routes from
locations remote from the central depot (including
stockist depots and motorway car parks), and can also
plan inter-depot trunking routes.
Product Incompatibility
Modern CVRS systems include the capability to manage
incompatible products. This is, however, a complex field
and potential users must be careful to ensure that
suppliers are fully aware of their requirements when
finalising system requirements.
Bulk Products
Some CVRS systems enable orders larger than the
largest capacity vehicle to be assigned to several
vehicles of appropriate sizes. This feature can be
particularly useful in organisations that regularly receive
individual orders of very large quantities.
Appendix 2 Journey Planners
The typical journey planner is in some ways a simple
version of a CVRS system. The principal purpose is to
calculate time and distance for individual journeys, and
in some cases the cost of those journeys. They are
particularly useful where the number of vehicles is
relatively small and the complexity of the routing
problem does not justify investment in a full CVRS
system.
Journey planners do not generally take account of
customer loading and unloading constraints (e.g. time
windows, booked time or vehicle size) or vehicle
capacities, and do not attempt to schedule vehicles
across any given period of time. Nevertheless, they can
prove a useful, and usually relatively inexpensive, tool
for many organisations operating vehicles, whether they
be LGVs, vans or service or sales staff transport.
A2.1 Applications
Typical applications for journey planners are:
Reducing mileage by finding the shortest route
Producing journey itineraries for use by drivers
Calculating the time, distance and cost of
manually generated routes
Checking distances on tachograph charts or
haulage invoices
Establishing the daily driving range of certain
types of vehicle
Checking the time and distance ranges from
given operating centres
A2.2 Operation
Journeys planners electronically locate all points of call
on a journey, plot the distance between node points and
display the suggested route on the digitised map. The
user can sometimes choose whether the route is
calculated according to:
Least time
Least distance
Least cost
The user can also choose whether journey time should
be calculated based on a pre-determined departure time
or a pre-determined arrival time.
A2.3 Data Input
In a journey planner, call points for each route are
selected manually. Consequently, this type of system is
not ideal for planning a large number of routes, or routes
with numerous call points, as the planning process will
be very time-consuming. They can, however, help
organisations to improve efficiency, reduce energy
35
consumption and cut costs without a major investment in
sophisticated software.
When building journeys, each call point must be
identified (by postcode, town name or grid reference)
and entered into the system. Planning time can be
reduced if regular routes are stored electronically and
later recalled for modification. Individual call points can
be added, deleted or edited on individual routes.
A2.4 Parameter Settings
Most journey planners allow the user to define a number
of operating parameters, although care must be taken to
avoid using unrealistic settings that could result in
unachievable journey times. Typical parameters include:
Type of vehicle to be used
Running speeds by road category for each
vehicle type
Percentage reduction in speed over selected
sections of roads or whole roads
Length of rest periods and breaks
Any roads or sections of roads not to be used
Duration of stop time (for individual deliveries or
collections)
Fixed and variable costs for each vehicle type
Any changes to these settings normally affect all routes.
A2.5 Screen Mapping Features
Individual journeys can be displayed on screen against a
background of the road network. If required, the user
can choose to display parts of a route in more detail, by
enlarging smaller areas of the map on screen.
A2.6 Other Features
The following features are normally available on journey
planners:
Finding the nearest place or road, by placing the
cursor on the map
Optimising the sequence of points within multiple
stop journeys. This feature is particularly helpful
when the user is unsure of the best sequence for
a particular journey or there are added call points
as orders have been received throughout the day.
It is also useful for quickly reorganising journeys
to accommodate last minute orders.
Defining drive time zones i.e. the area within a
specified drive time of a location
A2.7 Outputs
Journey planners generally allow users to:
Save individual journeys to file, for later printing,
re-use and/or amendment
Print route maps (in colour or black and white)
Print detailed journey itineraries, for issue to
drivers, etc
View and/or print a summary of journeys, showing
total time, total miles and total cost
36
Appendix 3 Vehicle Telematics
A3.1 Introduction
The use of vehicle telematics is not essential for
successful introduction of CVRS. However, many
organisations consider introducing telematics at the
same time, because of the additional benefits that can
result. Before deciding to introduce CVRS and/or
telematics, organisations need to carry out a careful
analysis of their current transport operations and
determine the future needs of the business.
Telematics has been defined as ‘the remote use of
computers to control and monitor remote devices or
systems’. Current vehicle telematics systems and
equipment offer the transport industry an unprecedented
opportunity to manage its main assets - the vehicle and
the driver - far more effectively than ever before. This, in
turn, will enable the operation to reduce operating costs,
improve customer service, or both.
A3.2 Telematics in Use
Hardware
The exact configuration of on-board equipment will vary,
but typically consists of a number of distinguishable
modules:
On-board Computer
Usually the heart of the system, this small, electronic
box contains hardware and software that receives and
stores data from vehicle systems and a global
positioning system (GPS), and controls communications
equipment.
Global Positioning System
This electronic box passively receives signals from a
number of satellites in geostationary orbit (i.e. their
position remains the same relative to the Earth’s
surface). The GPS calculates its position on the Earth’s
surface based on receipt of these signals. Positional
accuracy can be as good as a few metres.
Communications Module
This electronic box transmits data gathered on the
vehicle and receives external data, usually from the
vehicle’s base.
Controller Area Network (CAN)
Perhaps the least visible element, the CAN is a standard
part of the electrical equipment built into most large
goods vehicles in recent years. It provides a high speed
communications network, designed to support control
functions between electronic devices on the vehicle.
Driver Terminal and Keypad
These portable data terminals with a screen and keypad
often take the form of a unit similar to those increasingly
used by warehouse operatives. They enable systems
and drivers to communicate with one another, and are
often mounted in a cradle within the cab. This position
enables the unit to be linked into the communications
module, and also places it near a source of power for
battery recharging.
Navigation Module
This small in-cab display provides the driver with a
visual map-based indication of the vehicle’s position and
turn-by-turn directions to a destination.
Vehicle and Driver Data
At their simplest, driver data enable an individual driver
to be identified and recorded using either a simple PIN
number or an electronic identity card. Identification can
be used to authorise fuel dispensing, for instance. In the
near future, the introduction of the digital tachograph will
enable telematics systems to record and analyse drivers’
hours and help drivers understand and comply with
‘Drivers’ hours rules’ requirements.
Vehicle data can be virtually anything the business
needs. Vehicle efficiency applications currently in place
include fuel use (which, with links to other systems, can
be converted into miles per gallon information), engine
idling time, engine revs and heavy braking. Other
possible data streams include doors or valves being
opened and closed, and the temperature of chilled or
frozen compartments.
For operations with high-risk cargo, such systems can
also provide a panic button that sends a message to the
vehicle’s base and enables assistance to be summoned.
Vehicle Tracking Systems
Vehicle tracking systems take the positional data from a
GPS system and send it back to a base point, where it is
usually linked to digital map data. The vehicle position
can then be displayed on a roadmap on a computer
screen, enabling the operator to know, with a good
degree of accuracy, where vehicles are and whether
37
they are on the move. This information can be compared
with a route or load schedule to determine whether the
vehicle is running ahead of or behind time, and gives
transport operators the opportunity to take action. For
example, they may choose to contact a customer to
warn of a late delivery or to re-book a delivery slot.
As an extra element of customer service, that data may
also be used to trigger messages to customers, letting
them know when a vehicle is perhaps five or ten minutes
from arrival.
Tracking systems also allow transport operators to
highlight deviation from a planned route, or movement
when none is expected, perhaps due to vehicle theft.
Such systems may also be fitted to trailers.
Proof of Delivery or Proof of Collection
Perhaps one of the most common uses of telematics is
the provision of real-time Proof of Delivery or Proof of
Collection (POD or POC). Using a portable data
terminal, the driver can obtain a customer signature for
delivery or collection, which is transmitted back to base
as soon as the driver fits the terminal back into its cradle
within the cab. Linking these processes to vehicle
tracking confirms the position of the vehicle when the
delivery or collection took place.
POD or POC units can also be used for gathering and
processing other information, such as barcodes, perhaps
of delivered goods or containers, details of the tank into
which a load is discharged, or even for payment
transactions. They can also record quantities of goods
collected, where this is not known ahead of time.
If required, drivers can be equipped with a small printer,
for customers who require paper confirmation of
transactions.
Planned versus Actual
By linking vehicle tracking systems to a CVRS system,
together with a suitable display or reporting
methodology, it is possible to compare actual
performance with that planned. At its simplest, this may
replace or supplement driver debriefing. More usefully,
the link can enable re-routing of vehicles within a
planned schedule, perhaps changing delivery sequences
so that customers with critical delivery time windows
receive their delivery on time, and it can allow customers
to be warned of anticipated late deliveries.
On-board Navigation
These navigation systems generally provide an in-cab
display which, based on the vehicle’s current location
and destination, gives the driver junction-by-junction
instructions to the next call point.
Care must be taken with the use of such systems in
single manned vehicles to ensure that the driver’s
attention is not distracted whilst driving. Modern
systems are available where the instructions are spoken
to the driver rather than relying on a pictorial
representation on the screen.
38
Appendix 4 Supplier Questionnaire
The following tables of questions are intended to help
organisations looking to evaluate the characteristics and
capabilities of potential systems. The lists are not
exhaustive and should be used as a guide only.
Additional questions will be needed to determine the
suitability of a system to meet an individual company’s
requirements.
For additional help, Section 6 of this guide contains
answers to these questions as received from the main
suppliers of CVRS systems within the UK.1 Data set-up and handling
1 Data set-up and handling
1.1 Can you import data electronically (e.g. from spreadsheet or order processing system via interface)?
1.2 Which data elements are entered into the system manually?
1.3 How are changes made to individual and multiple call point or order data?
1.4 What is the process for address verification?
2 Data parameters
2.1 Can the system plan deliveries for nominated days?
2.2 What is the maximum planning period?
2.3 What is the maximum number of customers and calls?
2.4 How does the system accommodate vehicles of different types and capacities (e.g. multiple compartment, temperature controlled)?
2.5 Can the system accommodate customer restrictions on vehicle types and collection/delivery times?
2.6 What range of different driver and vehicle shifts can be accommodated by the system (including double shifting)?
2.7 What scope is there for variations to road speeds?
3 Scheduling parameters
3.1 Can the system route and schedule a fixed fleet?
3.2 Can the system schedule a variable number of vehicles/types?
3.3 Can nominated day and time windows be overridden?
3.4 Can deliveries be planned to a specific delivery time with a tolerance set by the user?
3.5 Can the system model pre-allocated routes (with or without predetermined sequence)?
3.6 Does the system allow manual alterations to individual routes after initial routing?
3.7 Does the system warn when manual changes break constraints?
3.8 Can system priorities be set? (e.g. minimise time, distance?)
3.9 Can the system extend customer opening time to permit completion of a delivery?
3.10 Does the system allow for vehicles to commence a new trip part way through a working shift?
3.11 Can the system show reasons for orders not routed?
3.12 Can the system ensure all deliveries are done on the first day of a multi-day route?
3.13 Can the system schedule ‘tramping’ (i.e. collecting from one point on a route and delivering to another point on the same route)?
4 Advanced parameters
4.1 Can the system schedule vehicles based at several depots as a single combined fleet?
4.2 Can the system spread deliveries at specified intervals (e.g. weekly/fortnightly) over an extended schedule period?
4.3 Can the system schedule nearest calls first?
4.4 Can the system prioritise orders for delivery?
4.5 Can calls be manually selected from a map and routed?
4.6 Can the system schedule tractor units and trailers separately?
4.7 Can the system split large consignments across a number of vehicles?
5 Mapping
5.1 What level of mapping detail is available and for what countries?
5.2 Can the user choose whether or not to display the map when scheduling?
5.3 Can calls and routes be altered on the map?
5.4 Can route paths be displayed?
5.5 Can individual trips be displayed?
6 Modelling
6.1 What is the system’s capability for modelling (e.g. strategic or operational schedules)
6.2 What address/mapping level does the system route down to?
39
7 Management reports
7.1 What management reports are produced by the system?
7.2 Can the user generate customised reports?
7.3 What other transport management software can be interfaced with the system (e.g. telematics, fuel management, GPS)?
7.4 Can data and reports be exported electronically?
8 Support/training/technical support
8.1 What is the typical frequency of software updates?
8.2 What is the typical frequency for map updates?
8.3 What is the training time required for an average operator?
8.4 What are the system’s hardware requirements?
8.5 Is there a help desk? What are its hours of availability, and how many staff support it?
8.6 What arrangements exist for on-going software development?
9 Cost
9.1 What is the budget cost for a single user system?
9.2 What is the budget cost for additional copies?
9.3 Do these costs include any training?
9.4 What is the cost of annual updates?
10 Market
10.1 How many UK companies use the system?
10.2 What is their approximate range of fleet sizes?
10.3 What sort of transport operations are considered to be the product’s target market?
Telematics Guide
This guide provides information on the basic
ingredients of telematics systems, highlights how
to use this technology, the information obtained
from it and how to select the right system for your
needs.
April 2007.
Printed in the UK on paper containing at least 75% recycled fibre.
FBP1009 © Queens Printer and Controller of HMSO 2007.
Freight Best Practice publications, including those listed below, can be obtained
FREE of charge by calling the Hotline on 0845 877 0 877 or by downloading
them from the website www.freightbestpractice.org.uk
Equipment and Systems
Saving Fuel
Developing Skills
Equipment and Systems
Operational Efficiency
Performance Management
Public Sector
Fuel Saving Devices
This guide contains practical tips and advice on
how to trial and then choose fuel saving products.
Reducing the Environmental Impact of
Distribution
This Case study shows how Transco National
Logistics reduced costs, mileage and CO2
emissions with alternative fuels, stepframe trailers
and improved vehicle routing.
Proactive Driver Performance Management
Keeps Fuel Efficiency on Track
This case study shows how Thorntons
implemented a highly effective driver incentive
scheme combining in-cab driver monitoring,
service delivery levels and accident rates.
In-fleet Trials of Fuel Saving Interventions for
Trucks
This guide shows how to establish the potential
performance of fuel saving devices in your fleet.
Efficient Public Sector Fleet Operations
This guide is aimed at fleet managers in the
public sector to help them improve operational
fleet efficiency.